Consultancy
Successful organisations know where they are heading to, and what the best way to get there is. Furthermore they are able to involve both leaders and staff in continuous development to constantly increase efficiency, quality and innovation of procedures, products and services.
Many organisations want to become innovative and learning organisations. But how do you ensure that the change initiatives lead to increased learning, quality and efficiency as well as satisfaction and motivation?
- We can be a qualified partner in a dialogue about your organisational needs and visions for the future, and promise to challenge you to think wider and deeper.
- We have experience with developing concrete change processes for organisations and networks, and would be happy to share our concrete ideas with you.
- We can facilitate that the perspectives and ideas of both leaders and staff are used constructively in moving toward the vision, and that initiatives are implemented in the daily routines and procedures.
- We have experience with working on work-satisfaction, motivation, constructive cooperation and teamwork, increased learning in the daily work and much more.
Organisational consultancy
Decisions about organisational change are decided upon by the management and/or the political leadership of the organisation. Examples of such changes are strategic alliances, mergers, development of visions and strategies, visions of becoming a learning organisation, or of increasing diversity within the organisation.
In order to ensure that motivation, commitment and engagement remains high within the organisation, it is however desirable to involve the perspectives and ideas of both the staff and leaders in deciding upon the concrete implementation, how to ensure constructive cooperation among units, how to deal with unforeseen difficulties and/or conflicts etc.
Monitoring and evaluation
It might be desirable to support an organisational development process by documenting achievements and progress. This can be done through a monitoring and evaluation process. It might also be that external stakeholders require such documentation.
In Dialogue sees monitoring and evaluation as a time for reflection and learning. For that reason we involve the organisation in setting indicators, describing strategies, discussing results and what steps to take to improve the work.
We believe that people hold the key to the solution themselves, and we therefore see our role as setting the frame for the evaluation and asking the right questions, both in relation to the past experiences and the desired future. Learning arises from taking part in the whole process rather than from being presented for the end-results of the analysis and the recommendations by the consultants.
The results of the evaluation process will therefore go beyond documents and reports and consist of a deeper understanding of the system at work in the organisation - both by the leaders and the staff - as well as an ability to set goal and reflect on the indicators of success.
Appreciative benchmarking
It might be desirable to support an organisational development process by being inspired by the practices of other organisations, structures and units. How do other structure their work, what do they consider good leadership, how is learning and innovation (e.g. in relation to products and services) ensured?
In Dialogue sees a benchmarking process as a chance for sharing knowledge, building strategic partnerships and learning from each others best practices. It applies appreciative inquiry to benchmarking, by havening organisations enter into dialogues about their most successful achievements and procedures and an analysis of what makes that happen. Following this we facilitate that the new ideas of the leaders and staff are applied to the goals and visions of the organisation.
