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An introduction to consulting skills and the consulting cycle

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An introduction to consulting skills and the consulting cycle

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A detailed presentation on the definitions of consulting, a walkthrough of the consulting cycle, and an informed discussion on applying consulting practice in the context of the organisation. 00:00 Defining Consulting 05:14 An Introduction to the Consulting Cycle 07:08 Entry and Contracting 09:44 Data collection 10:38 Data analysis 12:45 Feedback 13:34 Planning Action 14:40 Taking Action 16:40 Evaluating Impact 18:18 Termination/Exit/Recycle 22:34 Group Discussion

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OD Skills | Cornwall | Module 2 | The Consulting Cycle | 21 October 2024

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This video introduces CountyServe, a public service organisation facing challenges such as siloed operations, outdated technology, and budget constraints. It highlights the Chair’s vision for transformation, focusing on citizen-centric services, improved responsiveness, and innovation.

00:10 Introduction to the Case Study 01:00 Current Challenges 02:54 Leadership Vision and Expectations 04:20 Operating Model Overview 05:53 Strategic Priorities 07:00 Breakout Activities Introduction

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Case Study Introduction - Module 3, Cornwall County Council

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Helpful piece of thinking to support practitioners during change.

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KEY POINTS

Management practices that aim to motivate change through control or pressure - such as rewards, mandates, or punishments - may lead to short-term gains, but are also linked with decreases in productivity, innovation, and job satisfaction.

Leveraging staff values and interests and taking actions that satisfy needs for autonomy, mastery and relatedness have been found to spur the high-quality motivation that is linked with greater performance, innovation, and change acceptance.

Practical advice for putting theory into practice in your change, measuring progress, and specialized tips for middle managers and senior leadership, are offered.

During organizational change, we can often grow frustrated by resistance or lack of enthusiasm for the shift amongst staff or colleagues. We may wonder, "Why can't people simply embrace the change and take it on as if it were their idea?"

At least part of the reason may be that too often, the practices we use during change threaten, rather than enable, critical drivers of motivation. Such practices may produce short-term compliance, but sustained change is unlikely.

What's the secret to motivating people during organizational change?

Over forty years of research on self-determination theory reveals core concepts and practices to consider. The ideas outlined in self-determination theory, along with change readiness, organizational fairness, and trust, are foundational to an effective change approach.

Different types of motivation are linked with different outcomes

First, it's essential to understand that motivation comes in different forms, which are linked with different results. These types are named various things in the research, but here we'll divide them into a) motivation driven by pressure (external or internal) and b)motivation spurred by one's values, passions, and interests.

MOTIVATION DRIVEN BY PRESSURE IS LINKED WITH DECREASED PRODUCTIVITY

Some forms of motivation, such as external rewards (more money!) or punishments (If you don't go along with this you might not get a promotion!), can create short-term gains or work well for rote tasks. However, research-indicates motivation in response to pressure, even when self-induced, is linked with reductions in productivity, learning, innovation satisfaction, and well-being.

When we use carrots and sticks during organizational change, ramp up performance pressure, or lead via unexplained mandates, we tap into this type of motivation. This can lead people to take shortcuts or do "just enough" to comply but is unlikely to lead to the degree of adoption necessary for sustained change.

MOTIVATION DRIVEN BY VALUES IS LINKED WITH INCREASED PERFORMANCE & INNOVATION

Conversely, when people see the value of what they are doing, even when it's not interesting, they can tap into sustained motivation, sometimes called autonomous motivation. In other words, they make the task or the change their own. Rather than being driven by what they are being "told" or "asked" to do, they are choosing to do it based on the value they see in it.

For example, a staff person driven to provide the highest levels of service to customers may be motivated to make detailed notes in the CRM, even though the task is boring. She does this not because it's mandatory or influences her performance reviews, but because it taps into her value to provide top-level service.

This higher quality motivation is linked with increases in performance, creativity, job satisfaction, and overall well-being. In fact, one group of researchers estimated a 3:1 return on investment to organizations that invest in efforts to enable and foster employees' internal motivators.

Three things drive quality motivation: autonomy, mastery, and relatedness

For organizations interested in enabling this higher quality motivation, self-determination theory provides key information.

The theory, validated by forty years of research, outlines three main factors that can be satisfied or threatened by our workplace experiences. When these are supported, they are linked with higher-quality forms of motivation. Importantly, studies done in various countries have found these factors to be drivers of motivation, although the degree of importance may vary by person or national culture.

The factors are:

Autonomy is supported when people feel they have some agency and choice in what they do and how they do it. This does not suggest complete freedom or independence, however. Research indicates autonomy can be supported even when aspects of work are mandatory. Under such circumstances, we need to explain the reasons or rationale and provide options for how to engage. For instance, during an organizational change this may look like providing choices about how to change, not whether to change.

MASTERY- I am effective and impactful
Mastery, sometimes referred to as competence, is satisfied when people feel they have the resources, skills, and expertise to succeed and grow.

In the context of change, when we ask people to adopt new standards or behaviors, it is essential to provide information, training, and ample resources (such as time) to support staff to develop the new competencies necessary for continued success. It's critical to allow space for learning, and mistakes, prior to setting expectations for certain levels of performance.

RELATEDNESS - I matter here

Relatedness is supported when people feel connected to their team and organizations. They feel like they have a place, belong, and matter.

Organizational changes can feel like a threat when they shift the power dynamic in organizations or challenge individuals' sense of professional identity. (If I am no longer the expert around here, what is my role?) It's essential to engage people in the process of change and acknowledge their perspectives to ensure they feel valued and respected.

For better outcomes, design changes with these factors in mind

Research indicates positive outcomes - including improved performance, greater customer satisfaction, and increased staff well-being - when organizations, managers, and supervisors take actions to support the three core needs outlined in self-determination theory. Specifically related to change, one study found that providing a rationale for the change, offering choices, and acknowledging staff perspectives and feelings about the change all supported change acceptance.

Many studies indicate the effects of such efforts are generally moderate, i.e., they make a difference, but it may not be overwhelming. However, a modest positive benefit is undoubtedly better than using tactics that decrease motivation. As noted previously, various studies indicate that management tactics can reduce motivation when they thwart these basic needs (e.g., focusing mainly on rewards and controls).

For instance, consider a study involving two groups of people tasked with instructing learners to solve a spatial relations puzzle. One group was told they would be held accountable for students' learning (pressure-inducing). The other group was simply tasked to help students learn how to solve the puzzle. The researchers found that "teachers under pressure" talked twice as much, gave three times as many instructions, and were twice as critical as teachers who hadn't been told they would be held accountable. Perhaps most importantly, students of "teachers under pressure" reported being less satisfied with the learning experience and were less able to solve problems independently than students in the other group. Additional studies indicate that managers' and staff experiences under pressure are not dissimilar to these teachers and students.

Bottomline: When choosing practices targeting motivation, it's essential to look for those found to help as well as to avoid practices, even those commonly used in today's organizations, that could be counterproductive.

Putting the Idea into Practice

When designing your organizational change and change management approach, consider integrating practices such as those outlined below to facilitate the quality motivation required to sustain meaningful organizational transformation.

INVITE PARTICIPATION
Engage staff to play an active role in organizational change, keeping in mind this can be done in various ways. Be sure to align expectations for participation with the corporate culture and change context.

Get comfortable with not being the expert, not having all the answers.

Ask open questions, such as: How do you see this change? What do you make of this problem? What solutions do you see?

Encourage staff to take initiative in areas where they have autonomy (see "Offer Choices" below.)

Clarify where and how staff input will be used to inform critical decisions.

ACKNOWLEDGE PEOPLE'S PERSPECTIVES
Making space for varying points of view can often lead to surprising insights. However, acknowledging such perspectives does not demand agreeing with them. What's important is to ensure people feel heard, which supports people's sense of relatedness.
OFFER CHOICES AND EXPLANATIONS
Offering options is not about providing absolute freedom. Instead, it's often about giving space for alternatives within a set structure or boundaries.

Clarify responsibilities: Who is deciding/doing what as part of this change?

Clarify boundaries: Where do people have options? What is required? What can be adjusted, by whom? Explain why.

Clarify the vision and importance of the change: Share the organizational vision. Invite individuals and teams to identify how this change is meaningful for them (which may not be the same as the organization's rationale.)

Use language that emphasizes personal choice in communications.

PROVIDE TRAINING, COACHING, AND QUALITY FEEDBACK
Developing a sense of mastery is supported when the organization and managers provide the resources necessary to learn new skills, space to learn, and quality feedback focused on facts, not assumptions.

Set realistic but challenging expectations ( learning goals before performance goals)

Acknowledge effort and initiative

Allow space for learning and mistakes

Provide factual feedback on performance (what is happening) - not assumptions (why it is happening)

Gather input and provide support to help people overcome challenges

MEASURING PROGRESS
When you invest in practices such as those outlined above, you'll want to gauge the influence your efforts have on outcomes. As noted previously, findings in self-determination theory research indicate moderate linkages between such efforts and positive outcomes. This means there are a variety of other things, such as individual and organizational context, culture, the complexity of the change, that will also come into play to influence results.

Below are examples of the types of questions, usually evaluated on a scale of agreement, that have been used in research studies to evaluate shifts in each of the drivers of motivation. You could include such questions in pulse surveys, focus groups, or other forms of engagement throughout the lifecycle of your change, to gauge progress.

(The examples below are from Gagné's study specific to s elf-determination and organizational change, as well as the Basic Need Satisfaction at Work scale. You'll want to look deeper at the validity and reliability of these questions prior to using them.)
Autonomy

Do you feel you personally have control over the impacted change?

Do you have the opportunity to propose a way of implementing the changes?

I feel pressured at work.

I am free to express my ideas and opinions at work.

Mastery

Most days I feel a sense of accomplishment from working.

I have been able to learn new and interesting skills on my job.

Do you understand why the changes are implemented in this way?

Relatedness Change Acceptance
Tips for Middle Managers and Senior Leaders
MIDDLE MANAGERS
Those in middle management have a significant influence on how staff experience change. Middle managers are often called on to support the organization's agenda, design aspects of the change for their teams, and support their staff through the transition...all while processing the impact of the change themselves. It's a tall order. Leveraging learning from self-determination theory can help you keep all parties positively engaged, including yourself.

Reflect on how the change impacts you:Consider how you are reacting and receiving the change. How might this affect your staff's reaction and experience? Consider if you feel pressured by the change - even if grounded in a sense of accountability. How might you avoid passing this pressure on and risk demotivated staff? What supports might help you to navigate the change?

Model the behavior you want to see: For aspects of the change under your authority, leverage the practices outlined above to support your staff's need for accountability, mastery, and relatedness.

Influence the broader change: Partner with the change team or leaders to create space for you and your team to provide input to the change solution and change process. Ask questions, raise concerns productively, and advocate for adequate resourcing to support your team to adopt the change.

SENIOR LEADERS

Clarify the vision: As a senior leader, you are the best positioned to clarify the vision, rationale, and importance of the change to the organization and all those who are part of it. Tap into the language of shared purpose and values, which can inspire employees at all levels.

Set the tone: With the change team and in broader communications, set expectations for inviting input, acknowledging perspectives, and allowing space for learning (and mistakes) before setting performance expectations.

Clarify boundaries: Invite discussion with those designing practical aspects of the change to ensure alignment on mandatory change elements and where flexibility can be provided.

Recognize that pressure can backfire: While carrot and sticks tactics may be tempting, they can lead to shortcuts or check-the-box responses to change. Particularly if you are interested in supporting problem-solving, innovation, and creativity, these are best avoided.

References

Basic psychological need satisfaction at work scale. (n.d.). Retrieved January 17, 2022, from https://depts.washington.edu/fammed/wp-content/uploads/2019/09/SDT_needs_work.pdf

Ilardi, B. C., Leone, D., Kasser, R., & Ryan, R. M. (1993). Employee and supervisor ratings of motivation: Main effects and discrepancies associated with job satisfaction and adjustment in a factory setting. J ournal of Applied Social Psychology, 23, 1789-1805.

Kasser, T., Davey, J., & Ryan, R. M. (1992). Motivation, dependability, and employee supervisor discrepancies in psychiatric vocational rehabilitation settings. Rehabilitation Psychology, 37, 175-187.

Martela, F., Hankonen, N., Ryan, R. M., & Vansteenkiste, M. (2021). M otivating voluntary compliance to behavioural restrictions: Self-determination theory-based checklist of principles for COVID-19 and other emergency communications. European Review of Social Psychology, 1-43.

Slemp, G. R., Lee, M. A., & Mossman, L. H. (2021). I nterventions to support autonomy, competence, and relatedness needs in organizations: A systematic review with recommendations for research and practice. Journal of Occupational and Organizational Psychology, 94(2), 427-457.

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How do you motivate people during organizational change? - WENDY HIRSCH

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Management practices that aim to motivate change through control or pressure - such as rewards, mandates, or punishments - may lead to short-term gains, but are also linked with decreases in productivity, innovation, and job satisfaction.

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Pre-work - The Role of an Internal Consultant

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Pre-work - The Role of an Internal Consultant

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In this video we hear from Bob Marshak, one of the leading contemporary thinkers about organizational consulting and change,. The three questions we ask Dr. Marshak are:

1. What was the context for your experiences as an internal OD practitioner?

2. What insights would you like to share about being an internal OD practitioner?

3. How would you sum up your insights and advice?

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Being an Internal OD Consultant: A Conversation with Bob Marshak

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A brief history of Organisational Development

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A brief history of Organisational Development

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Organisational Development (OD) Explained Simply: A brief history of Organisational Development

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Hi everyone, I'm Kash Haroon, the founder of Intelligent OD. In this video, I introduce the team members - myself with 25 years of experience, Chris focusing on consulting skills, Emma the org design guru, Tom for simulation-based learning, and Nigel as the program advisor. Get ready to engage with our diverse expertise and digital tools on the program!

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Organisational Development vs Change Management - A discussion!

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Organisational Development vs Change Management - A discussion!

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Please share your reflections on the difference between Organisational Development and Change Management..

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Understanding the Differences: Change Management vs. Organizational Development 🔄

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Hey there, it's Cash. I've prepared a concise breakdown of the Warner Burke video for you. In this video, we delve into the key disparities between change management and organizational development, focusing on values, theories, interventions, and sustainability. Take a quick look to grasp the essential contrasts and consider the sustainability and approach of your own work. Enjoy the learning!

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Working with Culture: The Trust Equation In Practice

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Working with Culture: The Trust Equation In Practice

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This video features Kash and Chris discussing the "Trust Equation," a key framework for understanding and fostering trust in professional and team contexts. They explore how trust is built through four key components. The Trust Equation is presented as a versatile tool for leadership development, team building, and self-reflection. 00:00 Introduction 02:07 Credibility 02:51 Reliability 03:48 Intimacy 05:38 Self-Interest 07:46 Trust 08:09 Applications 10:27 Summary and uses 11:36 Links to the Lencioni Model

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Module 4 - Working with Culture: Using the Trust Equation in Practice

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This video explores different organisational structures, including functional, divisional, matrix, flat, and network models, discussing their pros and cons, particularly in the context of CountyServe.

0:00 Overview of organisational structures and their application to CountyServe. 1:00 Analysis of functional, divisional, and matrix structures, including challenges with matrix organisations. 2:15 Discussion on flat and network structures, highlighting flexibility and adaptability benefits. 3:30 Introduction to CountyServe’s top-level structure, detailing roles like COO and CFO and their operational areas. 5:20 Task briefing for participants to explore how to align structure with strategy through curiosity and effective inquiry.

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Different Types of Structures - Module 3 - Cornwall County Council

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In this video, Kash provides a detailed explanation of William Bridges’ Transition Model, focusing on the three key phases individuals go through when experiencing change. Kash outlines practical strategies and tools to guide people from letting go of the past, through the uncertainty of the neutral zone, and into a confident new beginning.

00:00 Introduction 00:47 The William Bridges Change Model 07:00 Engaging Early Adopters and Overcoming the “Chasm” 09:00 Exploring the Fisher Transition Curve 21:50 Group Feedback and Reflection

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OD Skills | Cornwall | Module 5 | Working with Change and Transition | 02 December 2024

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An introduction to Organisational Development

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An introduction to Organisational Development

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A short introduction to organisational development, various definitions, practice values and how to implement organisational development. I also introduce Kurt Lewin's model of change. Enjoy!

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An introduction to Organisational Development - Module 1, Cornwall County Council

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A full programme roadmap including how to get onto the sessions!

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Summary of the Chat Session:

Key Themes and Reflections:

1. Behavioural Dynamics and Culture:

Participants noted that current role profiles and systems do not adequately consider the behaviours desired to support an empowering culture.

The concept of adult-adult versus adult-child dynamics was explored, with reflections on how schools condition individuals for adult-child relationships, posing challenges for employers.

Senior leaders' behaviours set the tone for organisational culture, and poor practices can reinforce hierarchical dynamics.

Reflections on permission-seeking behaviours highlighted the need to foster curiosity, critical thinking, and empowerment across the organisation.

2. Change Management and Organisational Structures:

Participants discussed challenges in implementing change, emphasizing the need for balance, leadership vulnerability, and frameworks that allow for "doable jobs."

Concerns were raised about change fatigue and the tendency for changes to be initiated before previous ones are embedded.

Discussions highlighted cultural tensions between bureaucratic and agile approaches, as well as top-down versus empowering leadership styles.

3. Leadership and Decision-Making:

Leaders were urged to create conditions for empowerment by engaging in collaborative decision-making and considering the input of those on the ground.

The importance of narratives and information to inform decisions was highlighted, alongside recognising the limits of influence within hierarchical structures.

Reflections included the need for leaders to have time and space to think, avoiding risk aversion driven by fear of consequences.

4. Cultural Variability and Hybrid Work:

Participants acknowledged the variability in organisational culture, exacerbated by hybrid working, with different "pockets" of culture requiring tailored approaches.

The metaphor of a forest was used to describe the diverse organisational cultures, emphasizing the role of HRBPs as "forest explorers" to uncover insights.

5. Reflections on Past Practices:

During COVID-19, smaller teams were empowered to make decisions more efficiently. Participants reflected on how some of these practices might inform future organisational change.

Notable Insights:

Empowerment and culture are hindered by rigid policies and processes.

Managers are pivotal in shaping culture and ensuring connections within hybrid teams.

Organisational dynamics and external influences, such as political systems, create vulnerabilities that impact culture and leadership effectiveness.

Engagement Highlights:

Contributions reflected deep thought and practical experiences, with a balance of humour (e.g., "toiletgate") and metaphors to convey complex ideas.

Participants appreciated the space to reflect and shared insights on how to improve their approaches to leadership, culture, and change.

The session highlighted the need for alignment between behaviours, systems, and leadership practices to foster a more empowered and adaptable organisational culture.

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This video focuses on the critical steps in implementing organisational structures, including job design, process mapping, and capability alignment. It emphasises the importance of creating "doable" roles that support health and efficiency, especially in leadership positions.

00:00 Introduction to Structure Implementation 02:04 Process Mapping and Performance Management 02:28 Capability and Work Design 03:16 Designing Healthy and "Doable" Jobs 04:54 Digital Transformation Role Challenge 06:00 Exercise Brief: Role Design and Strategy Alignment

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Designing Processes - Module 3 - Cornwall County Council

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Neuroscience and Working with Resistance 

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Neuroscience and Working with Resistance 

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00:00 Introduction 02:30 The psychological impact of transitions 05:00 Providing support and safe spaces 07:00 Encouraging empathy to strengthen relationships and trust 08:30 Shifting from pressure to shared purpose 10:00 Align intrinsic drivers with strategic objectives for sustainable change

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OD Skills | Cornwall | Module 5 | Neuroscience and  Resistance | 02 December 2024

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A clear description of what contracting is, the skills needed to contract well and a robust contracting checklist for practitioners to use in their own practice. 00:00 What is Contracting? 02:51 The Contracting Checklist 08:05 Group Discussion on the application of contracting skills in the organisation

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Contracting - Module 2, Cornwall County Council

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A module to talk through the the fundamentals of change, introducing the Kotter model and noticing how change has evolved.

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An introduction to Change - Module 1, Cornwall County Council

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All the slides and learning from day four!

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This video explores the critical role of balancing organisational capabilities and culture to drive successful change. It highlights the need for leadership styles that integrate command-and-control approaches with enabling and empowering practices, tailored to organisational context.

00:00 Introduction to Capability and Culture 01:00 Leadership Capability: Discussion on Balancing Control and Enablement 02:00 Contextual Leadership and Organisational Style 03:11 Teamwork and Flexibility 03:42 Change Management Approaches 06:00 Traditional vs Distributed Leadership Models 09:01 Hybrid Leadership and Modern Challenges

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Designing Organisational Culture - Module 3 - Cornwall County Council

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Summary of the Chat Session:

Engagement and Insights:

Participants actively discussed the role of line managers in a hybrid work environment, emphasizing the challenges of supporting employees while under similar pressures themselves.

Ideas shared included the importance of creating a support network beyond line managers and avoiding over-reliance, which can foster a parent/child dynamic.

Dan Pink's framework of Autonomy, Mastery, and Purpose was referenced, with a suggestion to watch an RSA Animate video related to these principles.

Participants reflected on change fatigue, lack of authenticity in engagement, and the need for clearer communication and trust during change processes.

The concept of a "change onion" was introduced, representing the complexity and multi-layered nature of organisational change.

Reflections and Challenges:

Concerns were raised about the authenticity of decisions during organisational change and whether engagement is genuine or just lip service.

Discussions highlighted the impact of insufficient information and the desire for employees to have more control and certainty during transitions.

Trust issues and rigid change processes were identified as barriers to effective collaboration and engagement.

The metaphor of "little fires everywhere" was used to describe the fragmented challenges across an organisation.

Interactions and Reactions:

The session fostered an open and safe environment, with participants appreciating the opportunity for reflective and challenging discussions.

Humorous and personal anecdotes, such as building a bar during lockdown and cat interruptions during video calls, added a lighter tone to the discussion.

Closing Remarks:

Participants expressed gratitude for the challenging yet safe space and appreciated the facilitation by Kash, Chris, and Tom.

Some participants felt sad about the session ending but were encouraged to continue conversations through a newly created Teams chat.

The session ended on a positive note, with expressions of camaraderie and appreciation for the shared learning experience.

This summary reflects the key themes, insights, and interactions while omitting logistical details about attendance.

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This video explores the varied roles we take on as consultants to meet the unique demands of each project. Sometimes, we're brought in as the “expert” to provide the right answer. Other times, we're contracted as a supplier to deliver a defined piece of work. Occasionally, we serve as a “pair of hands” to address workload overflow. And in some cases, we’re invited to work as collaborative partners, co-solving alongside the client. Following the video, our group discussion dives deep into how these roles apply within our organisation. We examine our expectations versus client needs, and how to bridge gaps with clear contracting and a solid understanding of our role in each context. 00:00 Navigating the Consulting Landscape 01:27 The Different Roles We Play 05:28 Group Discussion

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The Roles We Play (in consulting) - Module 2. Cornwall County Council

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An Introduction to Organisational Design

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An Introduction to Organisational Design

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A module to talk through the the fundamentals of change, introducing the Kotter model and noticing how change has evolved.

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An introduction to Organisational Design - Module 1, Cornwall County Council

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This session explores the design of leadership roles and their influence on organisational culture, comparing supervisory management with coaching-based leadership. It highlights the importance of balancing control-driven practices with a focus on psychological safety, well-being, and flexibility.

00:00 Introduction to Leadership Design Choices 01:36 Discussion: Balancing Leadership Approaches 03:11 Organisational Readiness for Change 06:00 Discussion: Leadership and Policy Application 09:30 Approaches to Change Management 12:30 Leadership Development and Cultural Design 15:00 Practical Examples and Frameworks 21:00 Public Sector Challenges and Hybrid Models

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Worked Examples of Culture by Design - Module 3 - Cornwall County Council

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All the content from day five!

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A detailed description about how single, double and triple loop learning operate. How can we reframe our mindsets to achieve the best results for our practice and results for the business. 00:00 Single loop learning 01:27 Double loop learning 10:49 Triple loop learning 11:47 Group discussion

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Mindset Framing - Module 2, Cornwall County Council

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A module to talk through the key principles when delivering organisational design. The session was delivered by Emma Bisseker, an experienced organisational designer.

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Organisational Design Principles - Module 1, Cornwall County Council

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Emma delivers a recap on the foundations of organisational design together with a look at what a target operating model is and the role of strategy and purpose in creating design.

00:00 Recap 02:51 Target Operating Model 07:56 Design Principles 10:10 Case Study Intro

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Target Operating Model and Strategy - Module 3 - Cornwall County Council

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In this video, we explore the Ladder of Inference - a powerful tool developed by Chris Argyris that reveals how we make split-second decisions, often without realising it. Using real-world examples like office interactions and daily commutes, we'll break down how we move from observing basic data to making major decisions that affect our work and relationships. Whether you're dealing with challenging workplace situations, trying to understand a client's perspective, or simply wondering why someone hasn't said good morning back to you - this practical model shows how we can become more aware of our thinking patterns and make better-informed choices. Perfect for leaders, consultants, and anyone interested in improving their decision-making and relationship-building skills. 00:00 Introduction to the ladder 05:18 Examples of the latter in practice 10:37 Working with clients 13:18 Advocacy/Inquiry: Building a common understanding

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Ladder of Inference - Module 2, Cornwall County Council

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All the slides, key messages and learning from day one.

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Case Study: County Serve 5 Year Strategy

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Case Study: County Serve 5 Year Strategy

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Case Study: Target Operating Model and Strategy

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Two Powerful Modes of Influence: Evocative vs Provocative | Organisational Consulting Learn about two distinct approaches to influencing organisational change, drawn from Gestalt principles and Ed Nevis's work. Discover when to use evocative influence (pulling, creating awareness) versus provocative influence (jolting the system for change). Includes a real-world example of using provocative influence in a high-stakes leadership situation. Topics covered:

Different influence styles for different personalities

Evocative influence: increasing awareness and pulling

Provocative influence: mindful disruption for change

How to balance challenge with support

Real consulting case study

Based on Gestalt organisational consulting principles. Perfect for consultants, leaders, and change management professionals.

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Evocative and Provocative Approaches - Module 2, Cornwall County Council

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Kotter's 8 Steps - Updated.

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Case Study: County Serve As Is Structures

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Case Study: County Serve As Is Structures

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Case Study: Breakout session material for discussion on making structure fit strategy

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Influencing Styles and Gestalt Cycle of Experience

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Influencing Styles and Gestalt Cycle of Experience

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This "bonus" video is to complement the consulting skills session. The video starts with different influencing strategies that can be used. Push strategies involve actions such as telling, instructing and giving advice, whereas pull creates opportunities for clients to find their own solutions to problems. 00:00 Introduction to Push Vs Pull 03:15 The 3D model 05:53 The Gestalt Cycle of Experience 04:19 Connecting back to evocative v provocative

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Influencing Styles and Gestalt Cycle of Experience

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Case Study - Exercise 3

The Chief Technology Officer has been in touch with a redesign request for the Head of IT role.

They would you to create a new role which is the Head of Digital Transformation.

Based on the strategy, structure and processes, what changes would you recommend making to the Head of IT role

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All the slides and learning from day two!

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All the slides and learning from day three!

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Working with Culture: Working with the Lencioni Model

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Working with Culture: Working with the Lencioni Model

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In this video, Kash provides a detailed explanation of the Lencioni model, focusing on the five dysfunctions of a team and how to address them effectively.

00:00 Introduction 02:24 The five dysfunctions 02:53 Working with an absence of trust 07:51 Fear of conflict 12:51 Lack of commitment 17:26 Creating accountability 21:35 Results 24:17 The importance of good leaders

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OD Skills | Cornwall | Module 4 | Working with the Lencioni Model | 18 November 2024