Overview | Integrated Approach 

Transformation Leadership & Facilitation


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How can the long-term survival of an organization operating in a context of relentless turbulence and flux be ensured? Although no one has yet discovered the formula for success, one thing is becoming increasingly clear to those on the cutting edge of leadership: A culture of continuous learning is an essential prerequisite to thriving let alone surviving in the competitive global marketplace. Leaders and facilitators who succeed in tapping the latent learning potential and creative capacity of the workforce will discover the surest path to optimal organizational sustainability.

This 4-day highly experiential workshop has been created to help you hone the critical skills required to transform your doubtlessly learned organization into a robust, thriving, always- learning system. In this intensive "hands-on" experience, you will have the opportunity to discover, put into practice and adopt as your own, competencies used by the world's best and brightest leaders and facilitators of organizational transformation. Although the ideas presented may well challenge your ordinary beliefs about leading and facilitating profound organizational change, you will return to your enterprise equipped with the knowledge, the skills, and the confidence they infuse to lead your organization into the 21st century.

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Come and Learn

  • Why leaders and facilitators must become facilitators of "transformation" and not just "reformation"
  • Why the "new" sciences are the modern leader's and facilitator's single most powerful cognitive weapon
  • Why conventional change facilitators can't achieve breakthrough results
  • Why continuous learning is the only path to systemic sustainability
  • What facilitating looks like through the lenses of the "new" science
  • What core competencies are required of a transformational leader or facilitator
  • How to design strategies to catalyze continuous learning
  • How to replace low-impact structured interventions with unstructured systemic learning
  • Where to find leverage for profound learning and change in your organization
  • How to facilitate learning and change based on the nature of the system as a "whole"
  • How to facilitate the design and implementation of new systems or processes
  • How to facilitate the ongoing learning of individuals, teams and the organization


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Who should attend

  • Organizational leaders, executives and managers
  • Facilitators of learning, change and transformation (internal or external)

If your work has anything to do with organizational change and learning, you'll want to attend.

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Workshop Content

Previous participants have discovered the answers to the following:

The Theory - The Question of Why ?

  • Continuous learning as a sustainable phenomenon
  • The importance of "caring why"
  • Why the 5 principles of "Living Systems" can super-charge our thinking
    • Consciousness in the Organizational mind
    • The power of Connectivity
    • They dynamic nature of Indeterminacy
    • Dissipation: The art of falling apart....intentionally
    • Emergence from within
  • The Facilitator Continuum: From low-level to transformational leadership


The Model - The Question of What ?

  • Intervening - Assisting individuals, groups and whole systems to achieve agreed upon objectives and continuous learning by intentionally intervening into task and relationship.
  • Facilitating - Working with systems and individuals to develop continuous learning processes.
  • Transforming - Bridging the inevitable gap between systemic learning and organizational action to achieve sustainability.

 

The Practice - The Question of How ?

Intervening

  • Mapping system relationships
  • Positioning oneself for maximum leverage
  • Helping the system boost its level of collective consciousness
  • Determining the most appropriate intervention strategies
  • Identifying and working with leverage points
  • Influencing without the "expert" hat
  • Confronting the system and individuals with care


Facilitating

  • Directive vs non-directive facilitating
  • Structured vs unstructured facilitating
  • Strategies to encourage participation
  • Making appropriate process suggestions
  • Helping individuals and the system to confront with care
  • Working with systems to design their own processes
  • Working with emerging vs predetermined outcomes


Transforming

  • Addressing both the system's surface as well as its 'within'
  • Reflecting and reviewing with the future in mind
  • The need to continuously challenge current practices and beliefs
  • Connecting learning with the realities of work
  • Understanding current realities with awareness of the operant level of competence

 


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Updated: 05-Mar-2016 12:31

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