Have you ever wondered what it takes to flip the organisational perspective from problem to potential? Read on below to find out.
In modern knowledge-based organisations, creating value is a matter of qualifying solutions through different perspectives – but far too often, differences in views and opinions lead to troublesome collaborations. Leaders not getting along and colleagues spending far too much time arguing about possible solutions, wasting both monetary and human potential.
Process facilitation is about finding ways to engage people constructively in the value creation. Especially in larger international organisations dealing with global markets, customers and very diverse groups of employees, good process and facilitation skills are key to succeeding in bringing people together and unleashing organisational potential across differences and individual agendas. It is ultimately a shift from problem to potential, from ‘no way’ to ‘let’s try’, from differences to similarities, from me to we.
One of the most powerful ways of initiating this shift is through creating engaging processes and better dialogues in leadership as well as in projects, change initiatives and execution. Start by investigating:
If you see the potential for improvement, it may be time to dive into the process field to discover new methods and perspectives.
Process facilitation is a competency, which addresses the challenges of making change happen, of harvesting the benefits from any given change and of pursuing strategic goals by linking organisational conversations to performance.
At Mannaz, we have redesigned our top programme in process design and facilitation to enable you to tackle the challenges above (and more) in a global context filled with great challenges and potentials. With tools, perspectives and new competencies, you will be equipped to unleash the enormous potential in your organisation by carrying out engaging processes, which create results, empowerment and new energy in the organisation.
The right to define the challenges that a change is meant to address is often reserved by the management. The American management professor J. Kevin Barge believes that implementing successful organisational changes should be a task involving shared dialogue. It is not enough to involve and include employees; they must be made part of the change if it is to become a reality. Keep reading below for an insight into a process consultant’s role in organisational changes.
As a process consultant, your job is to bring about value-creating and meaningful processes in an organisation. Read on below and get inspired to obtain more in-depth qualifications to help you make a difference in your organisation.