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Our Approach, Methodology & Beliefs

The design, content and process of each intervention would depend on the need as arrived at in discussion with the client-system, the participant profile as well as the specific organizational context. The process will also depend on whether these interventions are stand-alone or part of a larger organizational approach to managing change. We believe this approach makes sense as each organisation is unique and ready-made solutions, while tempting and time and cost efficient may not fit unaltered, the exact need of organisations. In fact one of the dangers of benchmarking is that while best practices can be copied, organizational contexts cannot be.

Respect is accorded to the resident knowledge and continuity of organizational systems and processes wherever feasible. Work is engaged with on the assumption that organizational members carry a far larger reservoir of knowledge and skills and therefore understanding of both the organisation’s strengths as well as problems. Attempts to find solution to issues are through managers and with their considerable involvement.

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Our Approach
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The focus will be on partnership i.e. working with rather than working for the client. The client provides the knowledge of the organization's nature, business, and issues; and the consultant provides the knowledge of the techniques, ways of thinking, and practices that can solve the problem.  The partnership model ensures against false solutions that may be trendy and clever but are not in fact fully applicable and sufficiently relevant to the particular organizational development issue.

The client owns the problem and determines the solution. We help the client to see the isues and find what needs to be done. Not imposing a point of view, ensures that a real solution, not an attractive but impermanent fix, is obtained.

While the ‘expert’ or ‘doctor’ model of consulting is attractive we believe it creates dependencies and results in the client-system disowning large parts of its strengths. Our methodology is therefore participative, evocative rather than didactic & directive. This approach leads to ownership and commitment to the interventions made by representatives of the client system.

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Beliefs

Performance needs to be seen in an integrated manner-a combination of people styles, strategies, structures, systems and culture. In organizations there is often a focus on one or a few to the exclusion of others resulting in sub-optimal performance. Also once put in place there are no mechanisms of revitalization and renewal to prepare for or respond to the changing organizational & business context. Inability to take personal ownership for change results in deflecting this onto the organization culture or to processes outside of one’s own self. This prevents from any meaningful change to take place. Systems & processes that were once vibrant at best become a ritual and at worst actually become liabilities.

Managing systems at one level is managing oneself in a part of one’s role. While the knowledge, skill and technique part is important and needs to be learnt and put in place systematically, it is the ‘self’ that is behind embracing or violating the laid down systems & processes. Emphasis therefore needs to be simultaneously on systems & process and also on the ‘self’.

At the center of organization growth and change is the individual. Understanding of one’s own self & style, being open to giving & receiving feedback, taking courage to experiment with new action choices, allows individuals to change, get in touch with new strengths and unfold their potential. Its absence often results in a repetitious defense of existing ways, perpetuation of current tyrannies & the ensuing illusion of stability and strength. Fundamental change must begin at the personal level.

At the organizational level enabling organisations to manager their own systems and people processes wherever this is possible through skills transfer to their HR resources or operating managers is encouraged.

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