Archive for category: Douglas Gilbert

The Focused Leader in Change Management (Douglas Gilbert)

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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.

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Developing Collaborative Competence. A needed skill for successful change. (Douglas Gilbert)

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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:

  • life world that persons and real world are inextricably intertwined through lived experiences;
  • social construction that knowledge of reality is results from communication and interaction with others;
  • and understanding drives behavior and people act according to their understanding of the world.

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.

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Place and space as key elements of organisational change (Douglas Gilbert)

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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.

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