Content-Based Workshops

Given the client-centred and context-specific approach we adopt, we do not use 'off-the-shelf' development workshops and briefings. However, in the areas of change leadership and organisational dynamics, we have a number of templates that can be adapted to suit the specific needs of particular clients.

Our characteristic "informal coalitions" perspective on the dynamics of organisations provides a distinctive input to these workshops and briefings.

A wide range of workshop formats have been used to date, including contributions to development courses, one-off workshops, executive briefings, after-dinner 'speeches' and seminars. Some of the content that we have covered includes:

• Leading Change through Informal Coalitions: The theory and practice of the informal coalitions approach to organisational change.
• Making Sense of Organisational Change: Recognising the impact of informal dynamics on organisational outcomes and understanding the key leadership roles in organisational change.
• Organisational Paradox: What is it? Why is it important to managers? Examples of paradoxes in organisations. Practical tools and techniques.
• Reframing Communication: Shifting managers emphasis away from the formal, structured elements of leadership communication towards its more informal and unstructured dimensions.
• The Shadow Side of Organisations: Understanding its nature and impact on organisations. Exploring the cultural and political perspectives of organisations and the need for leaders to engage actively with them.
• Strategic Leadership and Performance Management: Understanding the nature and importance of personal and collective leadership; setting leadership in the context of organisational performance.
• Internal Consulting: Improving the value added by specialist functions, by moving from policy-setting and support-function mode of operation to an internal consulting approach.
• Fostering Creativity and Innovation: Concepts and practical approaches for stimulating creativity and overcoming barriers to creative problem solving, decision-making and opportunity search.
• Strategy and Organisation: Sharing key concepts with managers, to support the development of strategy, design of organisations and management of performance.
• Unlocking Organisational Talent: The conditions needed to develop effective, value-adding self-management and collaboration.

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