Dr. Doug Gilbert is the founder and principal of Lone Tree Academics, LLC, a thought leader in international higher education, active in North America, Europe, and India. His other experience includes serving as Dean of the School of Organizational Leadership at the University of the Rockies in Denver, a senior administrator at the the University of Phoenix, and as doctoral faculty at Walden University (part of the Laureate International Universities). Prior to academia he was an international executive for a decade for Novartis AG in Basel, Switzerland, an international strategy and change management consultant with Cap Gemini and Ernst & Young. He also served in the U.S. Department of State Fulbright Specialist program providing support to universities in Mongolia. He holds a Doctor of Business Administration from the University of Phoenix, a Juris Doctorate from the University of Iowa–College of Law, and an MBA from the Unversité de Genève (IMD) in Switzerland. He is also a PhD candidate with the Taos Institute, based in the U.S. and Denmark. Doug’s passion for change management began while serving as the second in charge for the divisional merger integration team in the Ciba-Geigy / Sandoz merger to form Novartis Crop Protection. Later work as a strategy and change consultant involved the use of change management approaches in business combinations for agro-chemical, pharmaceutical, and biotechnology companies in Europe and the U.S. As the principal of Lone Tree Academics, he provides executive coaching and change management support (using the Prosci toolkit) to participants in leadership programs. Curently he is researching and preparing to publish on the need to teach collaborative competence in leadership education.
The Focused Leader in Change Management (Douglas Gilbert)Collaboration, Consulting Skills, Douglas Gilbert, Leadership, Power, Workshops
Focused leadership is crucial to the success of change management. Neuro-science based models of human interaction explain the domains of focus for leaders of change. The SCARF model, developed by Dr. David Rock, helps leaders focus on key concerns during change of status, certainty, autonomy, relatedness, and fairness.
The workshop provides an overview of the basics of neuro-science and change informed by the SCARF model of social interaction. Participants are then provided with a easy to use diagnostic and change process, termed RAINE, that leverages individual mindfulness to create an operating approach at the group and organizational level.
Developing Collaborative Competence. A needed skill for successful change. (Douglas Gilbert)Collaboration, Consulting Skills, Disruption, Douglas Gilbert, Performance, Workshops
Organisational change does not take place in a vacuum. The social systems surrounding an organisation seeking to change interact in ways that form a reality of social interaction which can help, hinder, or even stop change. Developing awareness and ability to explicitly manage social systems intertwined with a change effort requires a shift in paradigm from a rational to an interpretative perspective. A shift to an interpretive perspective paradigm rests on three key principles:
The workshop will explore what is involved in such a paradigm shift and how change management efforts must be adapted to develop organisational ability or “collaborative competence”. The concept of collaborative competence represents a collection of knowledge, skills, and abilities needed to manage the shared understanding of an organisation or the organization’s reality. A key to both change management and collaboration is that very ability to manage shared understanding or reality of an organization.
Place and space as key elements of organisational change (Douglas Gilbert)Collaboration, Douglas Gilbert, Human Resources, Innovation, Leadership, Workshops
The impact physical and virtual surroundings on organisational culture have been clearly documented by major research studies. Place and space, both physical and virtual, can foster or disable change. The elements of place and space must be coupled with other aspects of change such as organisational structure, processes, and technology.
This workshop explores the critical need to consider place and space when designing the desired outcomes for change. Examples will be provided from leading organisations to demonstrate the effective use of place and space to support and foster change. Participants will also be provided with a design kit of suggested place / space design techniques for change suggested by leading design thinking practitioners.