Advanced Team and Facilitation Skills

The curriculum comprises two parallel tracks: while the workshop table teams follow and analyze a teamwork case study, they also debrief as table "teams" within the workshop. This debrief makes this program vital, energized ,and immediately applicable in one's day-to-day work environment

This half-day program answers critical, but often never asked questions about just what a team sponsor should and should not do in sponsoring and managing a problem-solving or new project team.

Companies who pursue continuous improvement by deploying quality tools find many tool options available. Most all options focus on "hard-side," fact-based work. The "Plan-Do-Check-Act" (PDCA) Cycle informs much of this quality work. But what about the "soft side," the interpersonal side of business interaction? What kind of hard side tool or process model can assist us on the soft side of our work?

Participants follow explicit steps to improve communication by learning the P.O.W.E.R. model for business conversation. From background and theory, to the actual life cycle of a request, the P.O.W.E.R. model will give everyone a grounding in principles that assist us in completing work more efficiently

This one-day program is designed to help everyone in your organization resolve problems that impact progress and profits. The 7-Step Method offers a standardized, disciplined approach to using quality tools to explore problems, understand root causes, and implement solutions that stick - all in a explicit framework of company-wide team success stories.

ALL work is a process with inputs and outputs. Build your understanding of process and how it relates to improvement.

Examine what efficiency and effectiveness mean to you, your department, the company and its external customers.

Reveal your processes as the first step to improving them.

When problem-solving and planning teams collect and review verbal (qualitative) data, team members often find it difficult to separate the meaning of the data, or determine by consensus the best direction for organizational focus and development. Affinity diagramming is a quality tool that directly addresses this potential bottleneck which prevents efficient, timely progress.

This hands-on workshop steps participants through the creation and use of an affinity diagram, the indispensable planning tool at virtually any organizational level. Using a set of guiding principles, participants will generate a diagram around a real issue. in order to promote its continued use in the work places.

This should be a regularly employed tool for strategic management teams in your company.

Limited to a small group, this intensive workshop provides expert advice on how to present ideas more effectively in front of others. Every participant will present at least four times during the day, with critique from others based upon theory and best practices.

How do we manage your company to achieve predictable sustainable, profitable growth in an increasingly complex environment?

When the objective is growth, complexity is a common constraint; so managing constraints reduces limits on growth

Growth requires that opportunities be turned into positive business results. The modules in this series each focus on managing opportunities. Based upon the work of the Cambridge-based Center for Quality of Management (CQM), these four modules can be selected by managers for real-time application to immediate situations:

Module 1 - Making Organizational Changes that Work (MOCW)

The first step is understanding the current situation. To do this we need to understand what we are currently capable of succeeding at. MOCW employs the Enterprise Model defines your capabilities (processes) and the skill sets(functions) that support them.

Module 2 - Selecting he Right Opportunity (SRO)

The next step is identifying opportunities to pursue. For this step we recommend SRO that employs the S.C.O.R.E. methodology.

Module 3 - Managing Decision Risks (MDR)

Often times opportunities are complex to such a degree that the impact of pursuing it (the cause and effect) remains hidden across an organization. In MDR Causal Loop Diagrams (CLDs) reveal hidden connections to you and help you avert bad decisions.

Module 4 - Leading Without Authority (LWA)

The next step is planning and carrying out an implementation using the FOUR GEARS process. Often you must gain buy-in from those over whom you have no authority. LWA provides tips for managing this situation.

Mid-level to top managers