Systems Theory and Organizational Change
In this module, we leverage the Burke-Litwin organizational performance & change framework. The B-L framework is a causal change model that seeks to show where change arises and how it flows between different parts of a system. The model shows links between 12 strategic, operational and individual factors influenced by an organization’s competitive, external landscape. The model not only discusses how different dimensions link with each other but also discusses how external environment affects the different dimensions in an organization. The model focuses on providing a guide for both organizational diagnosis and planned, managed organizational change, one that clearly shows cause-and-effect relationships.
Program Objectives:
• Define Open Systems Theory and the Burke-Litwin Model.
• Put into context one’s organization as an Open System.
• Practice assessing an organization through the filter of the Burke-Litwin Model.
Culture and Work Unit Climate
How would you describe your company culture? What are the company values and belief systems that permeate through the organization? Can your culture support your strategy? Included in the 12 strategic factors of the Burke-Litwin Model are organizational culture and work unit climate. These encompass the values, behaviors, beliefs and ways of working of an organization, as well as the ways that people in the organization behave towards each other and with their wider stakeholders. Through this process we first define and outline the company culture and then layout what support systems or detractors in the culture might hold us back from successfully implementation of our strategic initiatives.
Program Objectives:
• Define Culture and its underlying structures within the context of an organization.
• Understand how to diagnose one’s work unit climate against the backdrop of an organizational context.
Developmental Organizations
In most organizations nearly everyone is doing a second job no one is paying them for. Namely, covering their weaknesses, trying to look their best, and managing other people's impressions of them. There may be no greater waste of a company's resources. The ultimate cost: neither the organization nor its people are able to realize their full potential. In this module, we discuss how to create and maintain a culture of authenticity and candor so your people can grow and thrive within your organization.
Program Objectives:
• Understand Kegan’s five stages of adult development
• Practice developing oneself and those around them within an organization.
• Understand how to create an organization that can respond to the complexity of the operating theater
New Leader/Manager Assimilation
Congratulations! You got the promotion. You're excited to work with your new team, but you don't know what to expect. Our New Manager Assimilation program can give you the jump start you need to start things off in the right direction.
This popular program is designed to open the doors of communication between new managers and their employees. The program provides a structured, no-holds-barred discussion facilitated by a trained expert that will help "put all the cards on the table" about work relationships in a non-threatening and fun environment.
Program Objectives:
• Set the new manager up for success
• Align expectations between the manager and team members
• Provide a safe, open forum for frank discussions about working relationships
• Create a positive team atmosphere and attitude for all participants
Organizational Complexity
Organizational life is becoming more complex year after year. How organizations respond to and pivot around changes in the external environment can determine the survival of both young and established organizations. This module will explore what an organization is and how to solve complex problems that plague your current or future organizational reality.
Program Objectives:
• Define the terms Organization and Complexity.
• Understand why organizational complexity is needed to face problems in the external environment.
• Theory and practice of Organizational Complexity.
Team or Group Dynamics
People spend most of their lives living and working in groups. These groups influence the behavior of individuals and vice versa. One’s success in a group can in large part depend on the interactions of group members. Thus, it is important to understand how to recognize and respond to the dynamics of a group that arise in live action. This is especially true for leaders and managers who must influence others to be successful in their organizational or political contexts.
Program Objectives:
• Name and define common group dynamics prevalent in organizational contexts.
• Build awareness of your role and those of your team in a group setting.
• Practice putting to work the BART model of group dynamics.
WORK-OUT™
There is no better way to promote change, get support for change, and feel empowered about change then a WORK-OUT™.
This is a process that became popular through Motorola and GE. They can go anywhere in the world in any business, and say “let’s have a WORK-OUT™“ and everyone knows what it means, it is part of the CULTURE. It is the best tool for getting unnecessary work out of a process.
Program Objectives:
• Empowering those who are closest to the process to be a part of the change
• Work-Out™ involves everyone…from the worker on the factory floor to administration to the engineer to the office manager to the Chairman.
• Taking un-necessary WORK-OUT of a process, eliminating duplication
• Brings fresh, new and creative ways of working...making a place where employees enjoy coming to work vs. being frustrated about the “low hanging fruit”
• It’s about finding a better way, a more effective way of getting work done.
