on your requirements we will put forward a bespoke consultancy proposal
to help you meet your needs. This may include aspects of the following
training or implementation strategies:
GEMBA WALK TO RE-DESIGNING A DYNAMIC ORGANISATION:
Often it does not require an army of consultants for an organisation's
leaders to find out what is not working well, what changes are
needed or where the real issues are. A 'gemba walk' throughout
an organisation's operations, with the right attitude of 'Go look,
ask why and respect', will reveal far more in a short amount of
time than a very extensive study or investigation. Gemba walks
do have to be done in the right spirit, however, if they are not
to back-fire. We will thus introduce leaders to the gemba walking
spirit by accompanying them, demonstrating how it is done and
helping them gather an enormous amount of relevant information
very rapidly. We will then also show how we can use that information
to create problem-solving circles at all levels in order to bring
about major operational improvements.
& BOTTLENECK AUDIT - DEPLOYING LEAN THINKING:
organisations are riddled with bottlenecks and processes which
slow down the organisation's workflow. We will introduce simple
ways for leaders, supervisors and operators at all levels to identify
the blockages and bottlenecks, which are not only slowing down
workflow and progress, but are also causing unnecessary costs,
wastes and inefficiecies. We will show how to do a blockage and
bottleneck audit by doing one together, deploying techniques from
lean thinking. This may lead to various outcomes, including applying
larger group interventions facilitations, such as Open Space Technology,
depending on the needs of the organisation.
OF DYNAMIC CO-GOVERNANCE (aka SOCIOCRACY):
sociocracy starts by creating an implementation circle whose job
it is to first learn then teach facilitation and other skills
in sociocratic decision-making, as well as introduce a circle
structure. The general circle will be formed to establish (or
confirm) the next level circles, determine their aims and elect
by consent the circles' operations leaders. As circles become
proficient and ready, the system can cascade down or across the
organisation, until the whole organisation operates sociocratically.
Critical for the success will be the forming the initial implementation
circle, which will serve as the model other circles will learn
consultancy work we do is by nature bespoke and organisation-specific,
and therefore will be managed through a process of understanding
needs, presenting an initial proposal and estimate, refining the
proposal and quotation, coming to an agreement which will delineate
milestones to achieve. While clear in objectives, our approach must
also flexible enough to enable agile changes based on the iterated
learnings on the way. We will therefore apply sociocratic principles
involving cybernetic feedback cycles in our consultancy. Please
contact us for an initial appraisal.
offer facilitation services in the following areas:
demand we will also facilitate any form of gathering or meeting
as per client needs.
philosophy of consulting is one of enabling organisations to empower
all their staff to solve problems themselves, by teaching them innovative
collaborative methods and tools, rather than doing the work for
them as experts - hence 'facilitative consulting'.
are largely informed by the Japanese / Deming approach which attempts
to develop employees to be their own experts, rather than calling
in external experts. To do so we must aim to give staff the skills
they needs to be able to achieve their aims.
therefore also facilitate processes by example, showing the way,
modelling the processes.
should follow simple rules of games in order to get the best of
participants - people are highly engaged in games, hence it is worth
exploring what makes games work, and if applied to meetings what
could make meetings tick. Games have four characteristics:
purpose and goal
rules (of game)
to track progress
- opted in
actual fact many meetings do not meet all of these criteria and
hence often become unproductive, wasteful and even counter-productive.
Our aim will be to introduce good practices in running meetings,
and beyond that good practices in collective decision-making.