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Change Management Approaches
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Change Management has evolved over the last 30 years or so. We can observe three broad categories of change and it is important to understand which type of change needs to be led because it determines the strategies and leadership approaches required to make a successful change.
The Talent Spirit has the knowledge and know-how to successfully facilitate each type of change required in an organization. We have accompanied multinationals in their change and reorganization efforts and are particularly keen to support SMEs (PME) – small and medium-sized companies.
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Developmental change :
an improvement to an organization’s existing way of working (i.e. increasing skills, improving performance of a business process)
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360° Feedback
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We are certified in MRG’s Leadership Effectiveness Analysis (LEA) and other tools |
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Organizational Diagnostic
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We use an EFQM-inspired framework to clarify all areas of the organization – to identify strengths and development areas |
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Work Process Analysis
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We use, amongst other methods, the Diagonal Matrix as a work team-based approach |
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Stakeholder Management
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We facilitate the process of identifying and negotiating with the many stakeholders within an organization |
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Development Centres
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We are highly experienced with competency-based, goal-oriented managerial development approaches |
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Project Management
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We train project management methodology for basis as well as advanced levels, with an emphasis on stakeholder communication skills, vital to project funding and success |
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Intercultural Intelligence
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Based on Cultural Orientations Indicator (COI) an online questionnaire and culture profiles access tool and practical guidelines and practice for negotiating, facilitating and leading across cultures |
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Transitional change :
design and implementation of something different from what exists thus putting in place a newly designed desired state
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Business Vision Design
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A “turbo approach” to initiating organizational change, involving representatives of the whole system |
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Action-Learning Teams
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Setting up and empowering diversified teams to drive action towards goals |
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Leadership Training
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Development-focused training to further the essential leadership skills required by change leaders |
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Transformational change :
a fundamental shift from one state of being to another. This requires shifting people’s behaviors and mindsets – creating a new culture which is aligned with a radically changed business environment. Due to fast-changing markets requiring a steady innovative edge, this kind of change is currently the most frequent in organizations |
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Open-Space systemic approaches or Large Group Interventions (LGI) involving the whole organizational system in one room :
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Future Search
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Developed by Weisbord and Janoff, Future Search can best be described as an innovative planning conference that helps to transform the organizational capability for cooperative action in a relatively short time. The group builds on their collective knowledge without additional external expertise. It is especially helpful in situations in which people experience uncertainty and fast change |
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Open Space
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Developed by Harrison Owen who found that most conference attendees got the most out of the coffee breaks during conferences, Open Space can be considered a fast, cheap and simple way to hold productive meetings. At a deeper level, it allows people to work in self-managed work groups, sharing leadership, using diversity and personal empowerment. It is also fun. Open Space is appropriate in situations where there are complex issues involving people from all fields and a potential for conflict, to be resolved very quickly |
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Real-Time Strategic Change
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Developed by Dannemiller RTSC is more than a large group intervention method, it is a principle based approach to transforming the whole organization. It begins with contracting and scoping, followed by a leadership alignment event which enables the participants to agree on the purpose and outcomes for the change effort and make a commitment to moving forward together |
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Cooperrider and Srivastva (1987) originally developed AI as a complement to conventional forms of action research. In their view - and compared with conventional forms of action research - AI takes a more positive stance, is more collaborative and participative and is more capable of generating innovative change. AI a systemic facilitation involving a specific way of asking questions to elicit the positive in people and to move forward from a basis of strengths rather than problems and gaps |
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World Café
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A conversational process based on a set of integrated design principles |
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Action-Portfolio planning
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Through facilitation speed up real-time decisions |
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