This session
explores the changing paradigms in safety, the dynamics of the change process,
and the human emotions evoked by changes that impact safety in the workplace.
The presentation identifies the three ways change happens in an
organization, typical reactions to it, and the prescriptions for dealing with
the most common form of reaction…resistance!
The program engages participants in an exercise to expose their own
tendencies to resist change, which serves as a caution of the need to maintain
objectivity when faced with new challenges.
The session helps participants understand change by building a change
process model, and also helps participants see why most change initiatives fail
by describing the twelve steps of strategic change, and cautioning that missing
any one significantly lowers the odds for success.
The program defines a paradigm and discusses the existence of blind
spots, which can impede ones recognition of new ways of achieving better
results. This session ultimately
questions if a paradigm shift is underway in safety, and engages participants in
a test to determine if the emerging behavioral strategies fit the definition and
criteria for a paradigm shift in the safety profession.
W. Edwards Deming
cautioned American management that ninety-five percent of all change efforts
result in: NO CHANGE! This
presentation develops a model for strategic change and identifies the twelve
critical issues that must be assessed and addressed for organizational change
initiatives to succeed (as planned).
This presentation
aids participants in understanding how change (for the better) really happens in
an organization; rarely top-down and never outside in!
Former Secretary of Labor Robert Reich in a Fast Company magazine
interview confirms that: “true change happens from where you are!”
This presentation explores power as the real driver of CHANGE, and
explores the difference between power of authority (which few generally have) VS
power of Influence (which few effectively use).
This session reveals the three secrets of highly effective change agents,
and details the twelve common attributes of those who successfully drive change
for the better within organizations.
Also revealed in this session is Hansen’s Law of Un-No, and how this
approach to overcoming change resistance can be leveraged to advantage in
organizational change efforts…if you’re gutsy enough to try!
Hey, it’s only a job!
“Nothing
evolves naturally in an organization other than friction, chaos and discontent”…says
management guru Peter Drucker. This
session discusses the need to go beyond the traditional role of being a change
agent for safety within an organization to becoming a change insurgent for
business results; infiltrators of new territory in the business process!
The presentation explores the process of creating positive change in
organizations and describes the growth stages a safety professional must evolve
through to best serve their organization…and impact business results.
The session identifies the Seven Faces of Safety Excellence, which
characterize the need for on-going renewal of mission and ability. Participants
engage in a Let’s Face It self-assessment to expose the current organizational
perceptions of who they are- (the face seen by others) Vs who they want to be-
(the face they want recognized) as a successful business partner.
This presentation, in part, is based on the October 1998 Occupational
Hazards cover article; Survival Skills for
the Safety Professional.
“The future
belongs to those who create it”, advises John Graham, President of Graham
Communications. This advice
however, is unheeded in many organizations when it comes to safety and health
strategies employed to prevent occupational accidents in the workplace.
The personal risk to safety practitioners from continuing traditional
status quo thinking is great…a survival issue!
The time for pro-action is now…as there may be no tomorrow.
The pace of change, the growing expectations of executives, and the
increasing stresses from the global economy, present very real threats to the
safety profession and those tasked to lead it.
This presentation explores these new millennium business realities, and
identifies the Seven Critical Survival Skills which safety practitioners need
embrace to increase the odds of corporate thrival, a/k/a keeping their jobs and
advancing their careers. The
program details twenty significant threats to safety in an organization, and
discusses these as potential opportunities and predictors of a need for change…NOW!
Do these exist in your organization?
This presentation is based of the Occupational
Hazards cover story (May 1997) of the same name…and has proven to be even
more accurate than initially projected!
This facilitation
identifies the key issues involved in conducting a Strategic Change Assessment
Meeting designed to improve planning and increase the odds of achieving
sustainable change for the better. Ten
strategic questions critical to the ultimate success of an organizational change
initiative are identified and discussed.
This
session examines the leadership process and its impact on creating change for
the better in organizational results, including safety results.
The program identifies how change actually happens, where change really
occurs, and why change initiatives frequently fail in organizations.
In his Fast Company article on change insurgency, Robert Reich,
former Secretary of Labor proclaims: “Change happens wherever your are.” In other words, change is about who we are—our personal
leadership capability.
This session
is designed to strengthen these capabilities and examines the two leadership
models that impact organizational performance for better or worse.
The session explores the top-down authority model (based on power of
position) and the interactive relationship model (based on power of influence).
Participants learn to identify the various forms of power they hold in an
organization and engage in a workshop that helps them recognize opportunities to
enlist followers by using these powers to fulfill the needs of others in the
organization. Performance
management consultant Aubrey Daniels says: “Business is relationships.”
So is successful change! This
session shows you the better leadership way to safety excellence.
|
