Organizational Change

Team and Organizational Transformation

Organization transformation (OT), a recent extension of organizational development, seeks to create significant changes in an organization’s orientation to its environment, vision, goals and strategies, structures, processes, and organizational culture. Its purpose is to effect large-scale, paradigm shifting change. An organizational transformation usually results in new paradigms or models for organizing and performing work. The overall goal of OT is to simultaneously improve organizational effectiveness and employee well-being. We guide senior executives, managers, and team members in defining personal, team, and organizational leadership strategy, thereby optimizing their uniqueness and effectiveness while building a more sustainable organization for the future.

Managing Conflict – Conflict pervades our daily lives. As if the workplace weren’t busy enough, research shows that managers and employees spend about 20% of their time attempting to resolve conflicts in the organization. The IISL paradigm can produce the most satisfying results – a win/win outcome.

Effective Collaborative Decision-Making – A critical factor in effective decision-making is the understanding of what has (or has not) worked well in the past. Through the IISL paradigm our facilitators and analysts will help you evaluate collaborative processes, communicate lessons learned, and implement new ideas.

Managing and Overcoming Resistance to Change – Leaders, whose function in organizations is to create change, rely on IISL to help implement the change and establish stability through the IISL program. Managers typically have no training or experience in successfully overcoming employees’ resistance to change. Leaders universally put “managing change” as the number one skill needed in today’s organizational environment.

Overcoming Resentment, Anger and Fear through Forgiveness, Acceptance, and Gratitude – Anger, resentment and fear are the most damaging emotions in personal and professional life. They emerge when people have frustrated feelings about a past or future situation. Learning to be present thorough forgiveness, acceptance, and gratitude is key to spiritual leadership and

Performance Excellence Development

A strategic scorecard can provide a process for an organization to articulate and execute its mission with regard to its key stakeholders, and, more importantly, to prioritize the myriad of strategic activities and projects while linking key performance indicators to strategic areas of focus. The challenge is to move beyond measuring activities to measuring mission impact.

Phase 1: Develop and Validate Initial Scorecard Solution – The key to achieving performance excellence is through the creation of the strategic scorecard. During this process we work diligently with the organization to facilitate strategic planning and develop a stakeholder analysis to raise organizational issues. This process includes meeting with key managers to define metrics; communicating a final approach; and establishing finalize metrics, definitions and calculations.

Phase 2: Finalize Resources (Training) – While establishing the initial scorecard is often key to measuring performance excellence, it is critical for organizations to follow through in developing these measures. At this phase we can facilitate in the begin stages of data collection, analysis & reporting. Training the employees in problem solving and leadership to ensure consistency in using reports is essential to ensure that the measurements can continue to be valid. After training we will provide follow-up assistance on Level 2 metrics and develop a departmental scorecard (pilot test).

Phase 3: Fully Implemented Solution – Once the system is up and running often elements need to be adjusted or added. In preparation for this we can assist in the development of a task force to audit each department for compliance. This should then be followed up with a review with leadership after first three months. Upon this review it is often necessary to make changes. Where upon completion a final formal post-mortem assessment will be done for the organization.