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Methodology
We work with the individuals that comprise the organisation to
explore and enhance their core attitudes and ways of thinking in
order to expand frames of reference and generic people skills thus
developing levels of self knowledge, responsibility, personal mastery
and constructive relationship.
This process is not conceptual. It is transformational, the outcome
of which is that people begin to think, act and be in new ways which
include critical and strategic thinking, emotional intelligence,
systems thinking and a creative orientation to problems and challenges.
The Corporate Spirit methodology, while appearing generic, requires
customisation based on an organisation’s level of maturity
in engendering a culture based on a value set. The methodology,
as illustrated here, invites and allows fit with current or planned
change processes. These other methodologies would describe change
in the context of elements such as systems and processes, technology,
market forces, organisational design and people matters.
Where the Corporate Spirit methodology differs, is that it links
and weaves each of these elements into a cohesive vehicle. It recognises
that the organisation’s people are the common denominator
through which change can be implemented and with whom the success
or failure of the change process lies. The methodology leads an
organisation through the:
• development of its value set
• communication, alignment and use of the values by the
organisation’s staff
• embedding of the values within the organisational culture
through leadership, staff and customer development and experiences
• adaptation and development of systems and processes which
integrate the relationships of the people with the outcomes of
the organisation.
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