You can now download several useful, easy to print documents on our Management Resources page including; our Full Topics Catalogue and CoachingOurselves Introduction. The Introduction is an easy to read one-pager, explaning how CoachingOurselves works and why it is the most cost effective management development program - especially in these difficult times.
David Crisp of Crisp Strategies Inc. says that employees today want more autonomy, more discussion and more input into the overall strategies of their organizations. Unlike the “old days” when new employees had to pay their dues before becoming more involved, the newer generation now has access to instant communication enabling them to stay in the loop and send their ideas upward.
Are you curious to know more about how CoachingOurselves works? Watch Jonathan Gosling, one of the founding members of CoachingOurselves, explain the ins and outs of this innovative management development approach.
Download an easy print version of our latest coaching program catalog.
Can Human Behavior be modeled? There are some who disagree vehemently and others who agree. Despite the debate, we humans continue to rely on models to explain why someone has acted in a certain way, to evaluate his/her actions, and to predict how this individual might behave in the future.
Behaviors are there for everyone to see, but causes are hidden from view. So we tend to rely on assumptions, in the form of implicit ‘models of human behavior’. This session describes the major models that we typically employ in organizational settings as well as in daily life.
A decision is a commitment to action; a managerial decision is usually a commitment by the manager for other people to act. This means that much of decision-making is about controlling the activities of other people.
In this topic, we show how the important function of control can be understood through the lens of decision-making. Participants will gain an appreciation of the different forms that control can take and will consider how they can be more effective in decision-making and controlling.
We know that culture plays a huge role in changing an organization. What the culture has been and what it stands for, will significantly determine where it is able to go. You have to manage culture to manage change. And to manage culture you have to understand who plays what role in sustaining, challenging, and shifting that culture.
Managers are often given a mandate to grow their organizations. Like entrepreneurs, managers wanting to generate growth need to intersect their capabilities with unmet market needs. Influencing the future, not just reacting to it as it arrives is crucial.
The word ‘Catalyst’ comes from chemistry where it is used to describe a substance used to speed up change. Today the term is used to refer to many situations, for example, someone who plays a key role in igniting or accelerating an important change
The phenomenon known as the "lost decade"; occurred in Japan during the 1990s when economic expansion came to a total halt. While new business was slowing down, loans were being re-called and the stock market was crashing, a young Japanese entrepreneur, inspired by his recent MBA education, was opening Japan’s second business school. Since then, 60 business schools have emerged all over the country.
