Organisational Diagnostic Assessment and Intervention:
Identifying the issues that are really causing problems and resolving them
I use this as a powerful consulting process for organisations in order to effectively diagnose and act upon the underlying causes of problems. This avoids band-aid solutions which waste time and resources. The process utilises multi layered interventions at the individual, interpersonal, team and organisational levels. All these interventions reinforce one another and mean that the core issues are tackled and resolved on a number of fronts. This is an energising process which yields results.
Case Study
The Director of Human Resources identifies a training need for middle managers needing skills in conflict resolution. Closer examination by the consultant through a series of diagnostic interviews reveals that the managers are playing out the conflicts of their leaders at the executive level. The consultant works closely with the HR team and CEO interviewing management and executives. She concludes that the leaders themselves are part of a dysfunctional executive team in which:
Identifying the issues that are really causing problems and resolving them
I use this as a powerful consulting process for organisations in order to effectively diagnose and act upon the underlying causes of problems. This avoids band-aid solutions which waste time and resources. The process utilises multi layered interventions at the individual, interpersonal, team and organisational levels. All these interventions reinforce one another and mean that the core issues are tackled and resolved on a number of fronts. This is an energising process which yields results.
Case Study
The Director of Human Resources identifies a training need for middle managers needing skills in conflict resolution. Closer examination by the consultant through a series of diagnostic interviews reveals that the managers are playing out the conflicts of their leaders at the executive level. The consultant works closely with the HR team and CEO interviewing management and executives. She concludes that the leaders themselves are part of a dysfunctional executive team in which:
- There is a climate of fear driven by a charismatic yet explosive CEO.
- The management culture is by no means robust and is characterised by quiet resignation and cynicism.
- Middle management work hard but feel stifled by executive level politics.
- Senior managers are stuck in past history which creates a dynamic in which the same struggles get fought out by the same members.
- Gender issues sometimes reduce dialogue to patronizing platitudes and one upmanship, leaving team members isolated and disconnected from one another.
- Consultation at executive team meetings where dysfunctional dynamics are worked with in the “here and now”. This isn’t a theoretical training session, this is real, with executives being challenged and supported to see the impact of their behaviours and learn new skills.
- Professional Supervision for the CEO, which provides a different space for him in which he gains insight into the mode of operating he has fallen into at work.
- Individual coaching for the executives which means re- building trust and skills so that the team can work together more productively.
- Interpersonal conflict resolution between key players so that old baggage that gets in the way can be dealt with and left behind.
- A team process around the telling of the organisation’s story and struggles
- A workshop series for middle management where cultural issues in the organisation are explored and managers develop new ways of taking up their authority. This frees up discussion around the sometimes fraught relationships between men and women. New options are created around the ways part time work and maternity leave are managed.