CHANGE IS TWO THINGS, PLANNING AND EXECUTING PLANS. THE FIRST THING IS EASY, THE LAST THING IS DIFFICULT.
/Don't forget the idea on your path to success
SOLUTIONS THAT WORK
IN A COMPLEX REALITY
IN CHALLENGES ITS ALWAYS OPPORTUNITIES
"Have you heard about the company that received extreme amounts of complaints about slow-moving lifts. They called in a technical consultant and were advised to install new elevators and rebuild the shafts. The proposal for new lifts was far too
expensive for the company so they chose to call Advisers with other expertise. They called a specialist in logistics, a training-expert and a psychologist
THE DIFFERENT SOLUTIONS
1) The specialist in logistics:
Different working hours for the businesses in the building,
2) The traning expert:
Start exercise campaigns to get more people to use the stairs
3) The psychologist:
Install mirrors in the elevator to give the passenger a focus that causes the experience of time to feel faster.
The owner chose the psychologist's solution.
The example shows that the solution
depends on the way you formulate the problem. Defining the issue as a technical problem gives us very few possible solutions, but if you formulate it as a general problem, several approaches and more solutions will appear.
I want to help you find new perspectives so new and better solutions arise.
The first steps is new questions.
INDIVIDUAL, TAILORED PROGRAMS
CUSTOMIZED COURSES FOR
EMPLOYEES AND LEADERS
Management is always original. It is sometimes easy. Everything you take in turns into gold, your customers and employees are happy, and everything the future looks bright and eas. Then come to the challenges. No suggestions accepted, red numbers and conflicts. It is difficult to know what to do when a general manager is argued against a public meeting from his management group, or when shop stewards say that the restructuring must be postponed due to a delivery problem or dissatisfied customers. Then it's easy to get frustrated or to give up. You close your eyes to the important and become more powerless and even more critical. Of course, these solutions only reinforce the problem. Fortunately, there are other ways to go. It's about seeing the hero and being proven resources in your organisation.
There is no other time it can be rectified as much as when the company is in a difficult situation. There is often little to handle these situations differently. The first step is to create unity. One must create one vi. This experience of being relevant to each other is of great importance for achieving common goals. It is the manager's responsibility to contribute to the group's understanding of the goals and to facilitate that they coordinate the resources.
I am a psychologist and a specialist in clinical psychology. For many years I have worked with research and management, and for the last 15 years, I have worked at AFF at the Norwegian School of Economics. There I worked as director of the Solstrand program for over six years. For the past three years, I have worked as a self-employed driving consultant for managers and companies both in Norway and abroad. My focus is on change competence. Over the last twenty years, I have worked with many leaders. They have been younger and older leaders. Some have been entrepreneurs who have made commercial adventures. Others have been experienced top executives who have been through ups and downs in international corporations. Some have been in political parties, larger public enterprises, religious organisations and others in smaller family businesses. I have also talked to top athletes, musicians, academics and students about management and organisation. These experiences now I use to give leadership development in new ways. This is to create value, meaning and profitability in companies
Lars Hillesgate 30,Bergen
Postboks: 146,5244 FANA