With access to the most up-to-date
research and tools, ConsultIWP is
a world leader in understanding
the way people drive organisational
effectiveness – and how this impacts
the bottom line.
1. Time Out is a corporate and personal intervention program designed to help organizations and individuals address issues like unsatisfactory relationships, lack of lived values, need for culture change, and lack of emotional intelligence.
2. The program takes a highly introspective approach combining theoretical concepts, mindfulness, intuition and logic to challenge participants' thinking and surface internal answers.
3. Participants emerge with action steps to improve performance, productivity, and relationships through abilities like having difficult conversations, increased openness, and recognition of personal accountability.
Blink Consulting provides concise summaries to understand documents quickly. The document discusses how organizations can improve results by mobilizing and developing people. It explains that Blink Consulting helps clients with human resources strategies in four areas: organizing structures, aligning people with strategies, managing performance, and developing skills. The overall message is that empowering people and continuous learning are keys to exceptional organizational results.
Fullan's model for change involves moral purpose, understanding the change process, and coherence making. Leaders must have a moral purpose to make a positive difference and understand that change is complex. Relationships are key and improve through sharing new knowledge and commitment. Finally, people must make sense of changes for coherence which can be difficult due to disequilibrium. Leaders must appreciate challenges, look at resistance positively, and reculture the organization through the change process.
Kindly nominate your colleagues for this unique learning experience of results-focused professionals. Please take a minute to look over the complete outline of this workshop and forward us nominations of your selected team at the earliest, book you seat by September 15, 2012 and Save PKR 1,500/- per participant.
Please do not hesitate to contact us by calling +92 333 3971135, if interested.
The document summarizes a conference on restorative leadership and organizational change. It discusses key questions around what organizational change looks like on different levels and the challenges, barriers, and how to develop restorative leadership styles. It emphasizes the importance of relationships in change processes and outlines 5 key steps to building a restorative organization including establishing a strategy, research and evaluation, self-evaluation, performance management, and an implementation plan. Finally, it provides contact information for the Hull Centre for Restorative Practice.
In 2015, LWB began the implementation of the Leading Practice strategy, aiming to build a learning culture among a 4,200-strong workforce that improves leadership and practice quality at the frontline.
With access to the most up-to-date
research and tools, ConsultIWP is
a world leader in understanding
the way people drive organisational
effectiveness – and how this impacts
the bottom line.
1. Time Out is a corporate and personal intervention program designed to help organizations and individuals address issues like unsatisfactory relationships, lack of lived values, need for culture change, and lack of emotional intelligence.
2. The program takes a highly introspective approach combining theoretical concepts, mindfulness, intuition and logic to challenge participants' thinking and surface internal answers.
3. Participants emerge with action steps to improve performance, productivity, and relationships through abilities like having difficult conversations, increased openness, and recognition of personal accountability.
Blink Consulting provides concise summaries to understand documents quickly. The document discusses how organizations can improve results by mobilizing and developing people. It explains that Blink Consulting helps clients with human resources strategies in four areas: organizing structures, aligning people with strategies, managing performance, and developing skills. The overall message is that empowering people and continuous learning are keys to exceptional organizational results.
Fullan's model for change involves moral purpose, understanding the change process, and coherence making. Leaders must have a moral purpose to make a positive difference and understand that change is complex. Relationships are key and improve through sharing new knowledge and commitment. Finally, people must make sense of changes for coherence which can be difficult due to disequilibrium. Leaders must appreciate challenges, look at resistance positively, and reculture the organization through the change process.
Kindly nominate your colleagues for this unique learning experience of results-focused professionals. Please take a minute to look over the complete outline of this workshop and forward us nominations of your selected team at the earliest, book you seat by September 15, 2012 and Save PKR 1,500/- per participant.
Please do not hesitate to contact us by calling +92 333 3971135, if interested.
The document summarizes a conference on restorative leadership and organizational change. It discusses key questions around what organizational change looks like on different levels and the challenges, barriers, and how to develop restorative leadership styles. It emphasizes the importance of relationships in change processes and outlines 5 key steps to building a restorative organization including establishing a strategy, research and evaluation, self-evaluation, performance management, and an implementation plan. Finally, it provides contact information for the Hull Centre for Restorative Practice.
In 2015, LWB began the implementation of the Leading Practice strategy, aiming to build a learning culture among a 4,200-strong workforce that improves leadership and practice quality at the frontline.
Life Without Barriers is implementing a leading practice framework to build leadership skills and strengthen relationship-based practice through workshops and coaching for frontline leaders. The program involves experiential learning opportunities like workshops co-facilitated by internal leaders using activities and scenarios. Frontline leaders also receive up to six coaching sessions to set and work towards learning goals using a reflective cycle. Initial evaluations found the workshop approach was different than many participants' training experiences but provided benefits like feeling more able to support clients and staff. The program is being rolled out nationally with lessons learned around planning, implementation and evaluating outcomes over time.
Summary of the article 'If we can't do more, let's do it differently!': using appreciative inquiry to promote innovative ideas for better health care work environments.
As seen in the Journal of Nursing Management, 2009
Richer MC, Ritchie J, Marchionni C
This document outlines principles, guidelines, and strategies for establishing an effective online learning community.
It discusses the importance of social presence and cognitive presence. For social presence, it emphasizes establishing trust among participants and providing opportunities for collaboration. For cognitive presence, it stresses creating opportunities for critical reflection and discourse to support systematic inquiry.
The document then provides guidelines and example strategies for each principle across four dimensions: design/organization, facilitation, direct instruction, and assessment. Overall, it argues the teacher plays a key role in setting norms, modeling behaviors, addressing conflicts, and ensuring the discourse progresses through stages of inquiry to reach resolution.
Lucia A. Aschettino prefers take-charge and developmental roles where she can work with people, coordinate programs, and orchestrate activities. She is accommodating in her approach and uses influence to produce team outcomes. She organizes and facilitates action programs while persuading others to focus on objectives. Frustration arises from petty details and bureaucratic practices. She expects management to involve everyone, discuss options, and explain rationales for sharing ideas and input. She will be a team player if properly approached. Motivational needs include focusing energy on immediate, opportunity-increasing projects and decisions. She is quick, optimistic, and persistent in bringing undertakings to completion. Self-esteem increases through stimulating achievements and tangible rewards
Systems thinking executive development programsSwipely
This document discusses tools and strategies for CEOs to develop leadership and strategic initiatives. It outlines modules for leadership development programs, including systems thinking principles, rational decision making, communication, and cultural sensitivity. The goal is to build a learning organization through developing productive relationships, rational decision making processes, and an organizational culture of excellence. An effective strategic model is also outlined that links philosophy, culture, mission, vision, strategy, planning and operations to achieve organizational goals.
Upon entering a new position as Executive Director of the Sunbright Community Outreach Center, you discovered unstable working conditions, internal conflicts between staff, loss of clients and funding relationships due to the actions of the previous director. It will be your task to identify the organizational problems, apply theories of organizational functioning and problem solving models to restore stability and rebuild trust and relationships both within the organization and with the community.
A model for ideal mentoring takes a structured approach with consideration for the formal relationship between mentor and mentee as well as the surrounding social and community context. It involves training both parties on relationship building, knowledge transfer skills, and utilizing a scheduled process for regular communication, feedback, analysis, and reflection to facilitate a win-win learning relationship over time. The needs of both the individual mentee and supporting organization are analyzed to identify key factors to develop tools that prepare mentors and mentees for real learning to take place.
Tangible provides executive coaching services to help clients achieve their goals and realize their full potential. Their methodology focuses on moving clients from intention to impact through a 5-phase process of initiating goals, mapping a path, practicing adjustments, catalyzing change, and transforming outcomes. They work with individuals and teams across various industries to improve leadership, performance, and organizational success.
This document discusses motivating and developing staff through transformational leadership. It emphasizes that both nurse leaders and staff members are responsible for their own development as well as developing others. Some ways to motivate staff mentioned include mentorship, preceptorship, clinical ladder programs, and nurse residency programs. Transformational leadership approaches that inspire, engage, educate, empower and encourage staff are key to motivating and developing a cohesive team focused on providing quality patient care.
The document summarizes the kick-off of an action team working to improve outcomes for children in Carroll County. It discusses the establishment of 5 action teams focused on key areas like education, economic development, and health. The roles and values of action team members are outlined, including accountability, engagement, and ensuring community ownership of solutions. A change model is presented for developing desired outcomes and measures to track progress. The document provides examples of applying A3 problem-solving techniques to set targets and hypotheses for improving kindergarten readiness.
How to-lead-collective-impact-working-groups-1Mr Nyak
This document provides guidance for co-chairs of working groups in collective impact initiatives. It discusses the critical role of working groups and their co-chairs in driving implementation of strategies to achieve the initiative's goals. It outlines characteristics and responsibilities of effective working group co-chairs and provides templates and recommendations for building membership, planning and running effective meetings, fostering collaboration, applying systems thinking, engaging the community, and using data and learning. The document is intended to equip working group co-chairs with tools and best practices to lead their groups in making progress on complex social issues.
Sustainability Edinburgh Personas introduction & workshopNeil Allison
The document discusses using personas to help focus website development on users' needs. It introduces the Sustainable Edinburgh website personas, including "Jack", a married father who works as a technician at the University. Jack prioritizes his family and hobbies over work and is skeptical that individual actions can address climate change. The personas are meant to represent real user groups and encourage empathy, consensus, and efficiencies in website design.
Leveraging Capabilities to become a Learning OrganisationJNTU
This document discusses how organizations can become learning organizations by leveraging knowledge. It defines a learning organization as one where people continually expand their capacity to achieve desired results through new patterns of thinking and learning together. The document outlines that learning organizations encourage continuous learning, information sharing, and seeing the big picture. It also discusses how tacit and explicit knowledge differ and examines why knowledge sharing can be challenging. Finally, it provides recommendations for building a learning organization at the individual, team, and organizational levels.
The document discusses the Corey's perspective on groups and group process. It states that groups are the treatment of choice and offer a natural laboratory for personal growth. The document also outlines various types of groups, including task groups, psychoeducational groups, counseling groups, and psychotherapy groups. Additionally, it discusses brief group therapy, multicultural perspectives on group work, and the goals of multicultural group work.
Leadership , the key to unlocking high performance in safety critical indust...Wendy Anyster
Elements that contribute to the development of a strong safety culture;
The impact of various leadership styles on organisational behaviour;
Strategies to unlock organisation-wide behavioural shifts & change;
Behavioural tools & practices that work.
This document discusses change management and provides information on various aspects of managing organizational change. It defines change management as a structured approach to transitioning individuals, teams, and organizations from their current state to a desired future state. It also lists common reasons for the need for change in organizations, such as new strategies, technology, competition, and mergers/acquisitions. The document outlines several models and approaches for managing change, including establishing a sense of urgency, creating a vision and communication plan, empowering others, and institutionalizing new approaches. It also discusses potential pitfalls to avoid and keys to leading successful change initiatives.
PPAC, an organization in Pormpuraaw, has undergone leadership and governance training to empower its staff and board and move the organization forward positively. The training focused on developing understanding of roles, decision making, and contributing individual skills and experiences to strengthen the organization. It also covered use of protocols and tools to consistently deliver high quality, culturally appropriate services across all areas. This training approach aims to holistically grow the organization and empower it to better serve the community into the future.
Person-centered care focuses on respecting an individual's values and preferences to provide holistic care tailored to their needs and beliefs. It involves developing therapeutic relationships and sharing knowledge between healthcare providers and patients. Providing care this way allows individuals to feel like equal partners in their care by incorporating their values and input into care planning, development and monitoring. The framework emphasizes a negotiated partnership between individuals and providers based on mutual understanding and respect.
Common Purpose delivered leadership programs to over 5,000 leaders from 116 countries in 55 cities in 2017. They measure the impact of their programs through eight leadership competencies. The document provides examples of how professionals and emerging leaders benefited from Common Purpose programs in areas like cultural intelligence, collaboration, decision making and driving innovation. Specific success stories are highlighted, such as Airin who leveraged diversity to improve community projects in Indonesia, and Charles who collaborated across sectors to address food crisis in Malawi.
Age NI was formed through the merger of two aging organizations to better serve older people. The merger process focused on building trust and shared vision through open communication and involvement of stakeholders. A culture and values process using Appreciative Inquiry established a framework to shape behaviors and decisions based on collaboration, inclusion, and participation. The shared governance model now ensures those impacted by decisions are involved in the process, benefiting strategic planning, informed decision making, and organizational morale.
Life Without Barriers is implementing a leading practice framework to build leadership skills and strengthen relationship-based practice through workshops and coaching for frontline leaders. The program involves experiential learning opportunities like workshops co-facilitated by internal leaders using activities and scenarios. Frontline leaders also receive up to six coaching sessions to set and work towards learning goals using a reflective cycle. Initial evaluations found the workshop approach was different than many participants' training experiences but provided benefits like feeling more able to support clients and staff. The program is being rolled out nationally with lessons learned around planning, implementation and evaluating outcomes over time.
Summary of the article 'If we can't do more, let's do it differently!': using appreciative inquiry to promote innovative ideas for better health care work environments.
As seen in the Journal of Nursing Management, 2009
Richer MC, Ritchie J, Marchionni C
This document outlines principles, guidelines, and strategies for establishing an effective online learning community.
It discusses the importance of social presence and cognitive presence. For social presence, it emphasizes establishing trust among participants and providing opportunities for collaboration. For cognitive presence, it stresses creating opportunities for critical reflection and discourse to support systematic inquiry.
The document then provides guidelines and example strategies for each principle across four dimensions: design/organization, facilitation, direct instruction, and assessment. Overall, it argues the teacher plays a key role in setting norms, modeling behaviors, addressing conflicts, and ensuring the discourse progresses through stages of inquiry to reach resolution.
Lucia A. Aschettino prefers take-charge and developmental roles where she can work with people, coordinate programs, and orchestrate activities. She is accommodating in her approach and uses influence to produce team outcomes. She organizes and facilitates action programs while persuading others to focus on objectives. Frustration arises from petty details and bureaucratic practices. She expects management to involve everyone, discuss options, and explain rationales for sharing ideas and input. She will be a team player if properly approached. Motivational needs include focusing energy on immediate, opportunity-increasing projects and decisions. She is quick, optimistic, and persistent in bringing undertakings to completion. Self-esteem increases through stimulating achievements and tangible rewards
Systems thinking executive development programsSwipely
This document discusses tools and strategies for CEOs to develop leadership and strategic initiatives. It outlines modules for leadership development programs, including systems thinking principles, rational decision making, communication, and cultural sensitivity. The goal is to build a learning organization through developing productive relationships, rational decision making processes, and an organizational culture of excellence. An effective strategic model is also outlined that links philosophy, culture, mission, vision, strategy, planning and operations to achieve organizational goals.
Upon entering a new position as Executive Director of the Sunbright Community Outreach Center, you discovered unstable working conditions, internal conflicts between staff, loss of clients and funding relationships due to the actions of the previous director. It will be your task to identify the organizational problems, apply theories of organizational functioning and problem solving models to restore stability and rebuild trust and relationships both within the organization and with the community.
A model for ideal mentoring takes a structured approach with consideration for the formal relationship between mentor and mentee as well as the surrounding social and community context. It involves training both parties on relationship building, knowledge transfer skills, and utilizing a scheduled process for regular communication, feedback, analysis, and reflection to facilitate a win-win learning relationship over time. The needs of both the individual mentee and supporting organization are analyzed to identify key factors to develop tools that prepare mentors and mentees for real learning to take place.
Tangible provides executive coaching services to help clients achieve their goals and realize their full potential. Their methodology focuses on moving clients from intention to impact through a 5-phase process of initiating goals, mapping a path, practicing adjustments, catalyzing change, and transforming outcomes. They work with individuals and teams across various industries to improve leadership, performance, and organizational success.
This document discusses motivating and developing staff through transformational leadership. It emphasizes that both nurse leaders and staff members are responsible for their own development as well as developing others. Some ways to motivate staff mentioned include mentorship, preceptorship, clinical ladder programs, and nurse residency programs. Transformational leadership approaches that inspire, engage, educate, empower and encourage staff are key to motivating and developing a cohesive team focused on providing quality patient care.
The document summarizes the kick-off of an action team working to improve outcomes for children in Carroll County. It discusses the establishment of 5 action teams focused on key areas like education, economic development, and health. The roles and values of action team members are outlined, including accountability, engagement, and ensuring community ownership of solutions. A change model is presented for developing desired outcomes and measures to track progress. The document provides examples of applying A3 problem-solving techniques to set targets and hypotheses for improving kindergarten readiness.
How to-lead-collective-impact-working-groups-1Mr Nyak
This document provides guidance for co-chairs of working groups in collective impact initiatives. It discusses the critical role of working groups and their co-chairs in driving implementation of strategies to achieve the initiative's goals. It outlines characteristics and responsibilities of effective working group co-chairs and provides templates and recommendations for building membership, planning and running effective meetings, fostering collaboration, applying systems thinking, engaging the community, and using data and learning. The document is intended to equip working group co-chairs with tools and best practices to lead their groups in making progress on complex social issues.
Sustainability Edinburgh Personas introduction & workshopNeil Allison
The document discusses using personas to help focus website development on users' needs. It introduces the Sustainable Edinburgh website personas, including "Jack", a married father who works as a technician at the University. Jack prioritizes his family and hobbies over work and is skeptical that individual actions can address climate change. The personas are meant to represent real user groups and encourage empathy, consensus, and efficiencies in website design.
Leveraging Capabilities to become a Learning OrganisationJNTU
This document discusses how organizations can become learning organizations by leveraging knowledge. It defines a learning organization as one where people continually expand their capacity to achieve desired results through new patterns of thinking and learning together. The document outlines that learning organizations encourage continuous learning, information sharing, and seeing the big picture. It also discusses how tacit and explicit knowledge differ and examines why knowledge sharing can be challenging. Finally, it provides recommendations for building a learning organization at the individual, team, and organizational levels.
The document discusses the Corey's perspective on groups and group process. It states that groups are the treatment of choice and offer a natural laboratory for personal growth. The document also outlines various types of groups, including task groups, psychoeducational groups, counseling groups, and psychotherapy groups. Additionally, it discusses brief group therapy, multicultural perspectives on group work, and the goals of multicultural group work.
Leadership , the key to unlocking high performance in safety critical indust...Wendy Anyster
Elements that contribute to the development of a strong safety culture;
The impact of various leadership styles on organisational behaviour;
Strategies to unlock organisation-wide behavioural shifts & change;
Behavioural tools & practices that work.
This document discusses change management and provides information on various aspects of managing organizational change. It defines change management as a structured approach to transitioning individuals, teams, and organizations from their current state to a desired future state. It also lists common reasons for the need for change in organizations, such as new strategies, technology, competition, and mergers/acquisitions. The document outlines several models and approaches for managing change, including establishing a sense of urgency, creating a vision and communication plan, empowering others, and institutionalizing new approaches. It also discusses potential pitfalls to avoid and keys to leading successful change initiatives.
PPAC, an organization in Pormpuraaw, has undergone leadership and governance training to empower its staff and board and move the organization forward positively. The training focused on developing understanding of roles, decision making, and contributing individual skills and experiences to strengthen the organization. It also covered use of protocols and tools to consistently deliver high quality, culturally appropriate services across all areas. This training approach aims to holistically grow the organization and empower it to better serve the community into the future.
Person-centered care focuses on respecting an individual's values and preferences to provide holistic care tailored to their needs and beliefs. It involves developing therapeutic relationships and sharing knowledge between healthcare providers and patients. Providing care this way allows individuals to feel like equal partners in their care by incorporating their values and input into care planning, development and monitoring. The framework emphasizes a negotiated partnership between individuals and providers based on mutual understanding and respect.
Common Purpose delivered leadership programs to over 5,000 leaders from 116 countries in 55 cities in 2017. They measure the impact of their programs through eight leadership competencies. The document provides examples of how professionals and emerging leaders benefited from Common Purpose programs in areas like cultural intelligence, collaboration, decision making and driving innovation. Specific success stories are highlighted, such as Airin who leveraged diversity to improve community projects in Indonesia, and Charles who collaborated across sectors to address food crisis in Malawi.
Age NI was formed through the merger of two aging organizations to better serve older people. The merger process focused on building trust and shared vision through open communication and involvement of stakeholders. A culture and values process using Appreciative Inquiry established a framework to shape behaviors and decisions based on collaboration, inclusion, and participation. The shared governance model now ensures those impacted by decisions are involved in the process, benefiting strategic planning, informed decision making, and organizational morale.
Nexus is launching a new initiative to build up our leaders at every level of the organization. Read about our sites' recent happenings and great youth events – plus, this is the first issue to include PATH updates!
The document discusses aligning organizational culture with strategy. It provides perspectives from experts on how to do this through clear communication of the strategy and desired culture, assessing if current leadership is aligned, and ensuring actions, hiring, and rewards reflect the new culture. Leaders must understand the current culture, communicate the needed changes, and serve as role models through their own behavior and decision-making. Aligning culture is difficult but critical for successful strategy execution.
Allegheny Valley School is a non-profit organization established in 1960 to care for children with intellectual and developmental disabilities. It has since grown to serve over 900 children, adults, and seniors across 9 Pennsylvania counties. In 2008, it was acquired by NHS Human Services. The organization is committed to providing quality programs and facilities to help those with disabilities reach their full potential.
12 key competencies of university studentsDwin Cancino
The document outlines 12 key competencies for university students: 1) communicating effectively both verbally and in writing, 2) using scientific inquiry and critical thinking, 3) being technologically literate, 4) engaging in self-learning, 5) working effectively in diverse environments, 6) demonstrating ethical leadership and teamwork, 7) performing with integrity, 8) solving problems collaboratively, 9) committing to lifelong learning, 10) balancing work and community life, 11) managing oneself and change, and 12) delivering information in a compelling manner. The competencies emphasize skills like communication, critical thinking, ethics, and adaptability that are important for career and lifelong success.
Di dalam dunia yang sangat kompetitif, dibutuhkan tim yang responsif dengan sikap yang positif dan etos kerja yang tinggi. Sebuah program yang dirancang dimana peserta dapat merasakan pengalaman secara langsung bagaimana bekerjasama di lingkungan yang saling mendukung untuk menguatkan kolaborasi dan respon postif bukan hanya terhadap anggota tim nya tetapi juga lingkungan sekelilingnya.
www.jelajahoutdoor.com
info@jelajahoutdoor.com
0812 1806 6838
Program yang menjawab kebutuhan akan tim yang responsive dan kuat dalam dunia kerja yang kompetitif namun tetap memiliki sikap mental yang positif merupakan keharusan yang dimiliki setiap perusahaan
Context Consulting provides leadership development services to organizations facing complex challenges and rapid change. They help clients design and lead transformational change, align culture with strategies, and develop collaborative leadership. Their approach draws from research in adaptive leadership, neuroscience, strategic creativity and more. Through international associates, they establish new foundations for systemic, creative, collaborative and adaptive leadership.
This document discusses different approaches to managing change:
1) Inspiring change shifts the experience from bad to good and good to great by finding efficient management, effective leadership, and helping others find their voice.
2) Leading change focuses on forging a community with a collective purpose by establishing direction and aligning people while motivating and supporting workers.
3) Inspiring development encourages finding and expressing voice by questioning habits and authority and encouraging authenticity through being critical yet positive.
Stringing Lessons from leading change in personal life and in business. Identifying the unique characteristics to make you the right person to lead that CHANGE
The document summarizes WW Consulting's approach to organizational change and development through a step-by-step process called "The Journey". The 7 key steps include: establishing a vision, identifying key stakeholders, developing a strategy, providing development and support, leading through challenges, celebrating successes and preparing for future growth. WW Consulting helps clients implement this approach through tools like change management, leadership development, team building and coaching to guide organizations through the process of continuous improvement.
This document discusses aligning an organization's strategy and culture. It outlines three key ways to do this:
1. Aligning shared values, organizational messages, and desired behaviors to drive results. High performing companies clearly communicate their purpose and values throughout the organization.
2. Engaging and enabling employees to enhance performance. Organizations must ensure employees have what they need to do their jobs well and feel supported, not just motivated.
3. Challenging unwritten rules to enable transformation. Leaders must confront unhelpful cultural norms and behaviors internally to drive change.
This document discusses strategies for promoting diversity and inclusion in organizations. It notes that while many organizations have initiatives to promote women, questions remain about how to foster a culture of inclusion. The organization Anekataa offers diagnostics and interventions like workshops to help companies improve in these areas. Their goals are to enhance women's self-confidence, enable more informed choices, promote a culture of inclusion, and increase leadership at work. Anekataa believes collaboration with organizational leadership is important to effectively promote diversity and inclusion.
Management of people in difficult times. Innovation as motivating factorXavier Baño
Management of people in difficult times focuses on using innovation to motivate employees. Innovation can provide direction and involvement by creating spaces for employees to propose ideas. Involving employees in innovation projects increases autonomy, growth and recognition to improve motivation. Managing communication, participation and support around innovation can help address challenges in difficult times.
1) Fun activities at work help increase employee engagement, trust, creativity, communication and productivity. This leads to higher morale and performance.
2) When implementing fun strategies, HR faces challenges in getting participation from all employees and balancing fun with work responsibilities.
3) Organizations can implement fun programs by turning work into an enjoyable activity to reduce stress and increase productivity, while still maintaining seriousness of work. Sports, team building and outdoor activities help build strong corporate culture and bonds between diverse employees.
The Nexus Cornerstone Newsletter illustrates the recent happenings within the nonprofit organization, with features from each of its treatment sites and affiliates.
1. Why do most
strategies fail
to deliver their
full potential?
SUITE 805, MILSONS LANDING 6A GLEN STREET MILSONS POINT NSW AUSTRALIA 2061 T: +61 2 9922 8888 E: CONSULT@PRIMED.NET.AU
2. Mobilisation
The lament of many CEOs and
senior management is that great
strategies rarely deliver to the
level of their expectations. Why?
At Primed we specialise in engaging We like to think of it as creating social What is mobilisation?
people in meaningful change, movements that engage, align and
“People are just not supporting them to adapt to motivate people.
We like to think of
getting on–board.” shifting conditions. We work with We do this by utilising the arts as a it as creating social
“We give them the organisations to mobilise their powerful method of involving people in the movements that
plan but they keep workforce through interweaving
the creative arts with the social
development process. Instead of feeling
as though a strategy is being imposed
engage, align and
ignoring it!” motivate people.
sciences to create a unique on them, participants feel that they are
“How do we bring our learning experience. a part of the response. Individually and All our work is backed up by expertise in
people with us?” Strategies are always future collectively we see people making sense the social sciences including psychology,
orientated, so inevitably there is a of their current reality, exploring options sociology, organisational development,
period when the organisation’s thinking, together and determining a way forward. business management and adult learning.
capability and practices need to catch Sometimes confronting, often insightful, We begin from this strong theoretical and
up with its strategic intent. Primed can always entertaining; we find that our practical foundation and then complement
help bridge this gap by accelerating the process lowers barriers and encourages it with our fantastic writers, actors, artists,
organisational development process. positive adaptation. designers, directors and filmmakers.
3. Case study
NSW Health – Nursing & Midwifery
In 2007 the Nursing and Midwifery pressures and practices in hospitals. “Linda and her fantastic team at Primed have provided
Office of NSW Health initiated a project Working closely with the Chief Nursing and a series of more than 50 workshops to nursing and
called ‘take the lead’. The project came Midwifery Officer and Project Manager,
midwifery managers. Their approach is creative and
about as a result of recognition of the we visited hospitals, talked to Nursing/
key role that Nursing and Midwifery Unit Midwifery Unit Managers and Directors
dynamic, inspiring participants to action. Primed
Managers (N/MUMs) play in care delivery of Nursing. We discovered that Nursing/ is highly professional and demonstrates incredible
at the ward or unit level. It had become Midwifery Unit Managers were at the insight into what needs to be achieved to maximise
increasingly evident that these roles centre of communication with patients, outcomes. It has been an absolute pleasure and
were critical to patient flow and care- carers, doctors, hospital administration privilege to work with the Primed team.”
coordination. The role had grown and and, of course, their own staff. Each Sue Hawes, Project Manager Nursing and Midwifery Office, NSW Health
changed over time, and expectations piece of communication was critical and
had also increased to the extent that potentially impacted everyone else in the
Nursing Unit Managers were reporting a communication chain. The ‘Facilitating (from us and from each other) and decide ways. By 2010 the Facilitating Critical
range of challenges in fulfilling their roles. Critical Communications’ program was on a positive response. At the heart of the Communications program had been
In 2008 NSW Health approached Primed born as part of an integrated NSW Health program was the “RealPlay”, a scripted attended by over 1500 N/MUMs and had
to assist them to address some of these Leadership initiative, ‘take the lead’. drama that brings the current situation expanded to include Directors of Nursing
challenges. The N/MUMs were seen Based on a range of communication and to life and enables the group, through and allied health professionals. The social
as pivotal to the success of any culture constructive negotiation techniques, the discussion and coaching the characters in movement has well and truly begun. An
change initiative. program brought together N/MUMs from role, to begin to envision a new reality. analysis of the full impact of the program
Primed researchers sprung into action across NSW to develop insights into their From the first workshop behaviours is currently underway by NSW Health and
getting to understand the current culture, current situation, learn some new skills began to shift in small but significant the University of Technology Sydney.
4. Case study
Mission Australia – Employment Solutions
“The cultural effects, if not done Mission Australia Employment Solutions that everyone was not only hearing the
is a not for profit organisation assisting same message, they were working towards
properly, can be a real issue. people into sustained employment through the same outcomes. The workshop and
The practical, Mission Australia the Australian Government’s Job Services the workplace came together as each
specific sales model, training and Australia contract. Each time this contract
is renewed it requires a new strategic
level of leadership participated in the
program level below them. That is where
support shifted people’s mindsets response. Failure to respond adequately the magic began. Instead of dictating new
at all levels and encouraged real could mean not having the contract behaviours, the context was set for new
collaboration. This set this program renewed in the next period, so the stakes
are high.
behaviours to emerge.
The Solutions Selling program was
apart from an off–the–shelf sales In 2010 Primed assisted Employment custom designed to meet the needs of
training package. We can now Solutions to implement a vertically a Job Services provider, the culture of
integrated sales strategy across Mission Australia and the sales strategy it
model, measure and manage Australia. We worked at three levels of wanted to implement. Our actors provided
effective sales behaviours from the organisation; confirming and refining a means to practise and experiment with
top to bottom!” the strategy with General and Regional some new techniques as well as a way for
Managers at a national and state level; participants to interact with characters and
Phil Schultz, GM Mission Australia Employment Solutions QLD/NT
engaging, supporting and reinforcing the situations that were very familiar to their
strategy at a business manager level and environment. Overwhelmingly the response
building skills and sales capability at the from participants was “Now I get it and
sales representative level. This ensured now I know what I need to do.”
5. Mobilising across sectors
We work with government, corporate,
higher education and social sector
organisations. Our clients would be
happy to talk with you about our work.
CSIRO Blake Dawson
AGL University of Newcastle
Mission Australia RailCorp
NSW Health EDS
NRMA Macquarie University
The Benevolent Society SBS
NSW Department of Human Services APA Group
Deloitte University of Technology, Sydney
Social Ventures Australia Department of Housing Victoria
State Services Authority (Vic) PWC
6. Our Organisation
Primed is configured as
a consultants’ agency
supporting adaptive change.
It works as an open
network, structured
on a project basis. 1. EXTRACT. 2. ABSTRACT. 3. ENACT. 4. IMPACT.
We get to the heart of We help people make sense We imagine something We assist and support
the matter. We capture of their circumstances different. We analyse capability transfer, to
quantitative data and and see opportunities workshop findings and feed embed changes into
conduct in–depth through interactive back the results. The group structures and businesses.
qualitative research by drama, visual, audio and agrees on what has to We support long–term
gathering stories and kinesthetic techniques. change, why and by when. personal and organisational
experiences from a range This approach generates We engage our clients change through coaching
of stakeholders. From a depth of understanding personally in the process. and on–going development.
these stories we assist and empowers people to
groups to distil themes and make choices to effect
generate priorities. their future.
7. Design–led thinking
Since every organisation is unique,
we start with a blank canvas every time.
Primed comes from a design–led thinking approach.
This means starting with the outcome in mind
and reverse engineering a change initiative that is
specifically designed to mobilise your organisation
towards achieving specific goals.
With generic training programs it is often asked,
“How does this program apply to our business?”
Instead of trying to get your business to fit the
program, we create the program to fit your business.
8. Talent Scouts & Services
Primed is privileged to be able to access top talent
from the arts and organisational sciences.
We configure each project team to reflect the unique
needs of our clients and create customised solutions.
Talent scouts Services available For more information
organisational coaching contact Primed at
Our consultants include
people with experience in: psychology consulting Suite 805, Milsons Landing
6A Glen Street
(executive through
Milsons Point
to front line) development NSW Australia 2061
T: +61 2 9922 8888
development
E: consult@primed.net.au
solutions
strategies
coaching