Stakeholder management

For anybody who has to undertake an organisational project which requires the successful management of a range of internal and/or external stakeholders. Understand the meaning, importance and use of the stakeholder concept. Have available a repertoire of tactics to engage with stakeholders. Develop improved intervention skills.

Managing change

For managers and change agents who are involved in initiating or implementing changes.

Can be run for participants from different parts of an organisation or for a management, project or functional team. May be geared to a particular change project or initiative.

Provides a comprehensive framework for managing organisational change and personal transitions within it.

Thriving on change

Managers, staff, change agents and HR practitioners in organisations which are undergoing significant change.

Be able to make sense of their own and others’ reactions to change. Understand a range of interventions which can be used to facilitate coping with change.

Understand approaches to self-manage-ment during transitions and have reviewed their own approaches.

Facilitation skills

For managers, consultants, trainers and developers, subject experts, and people involved in change programmes and quality initiatives.

Understand the nature of facilitation and the role of the facilitator. Develop practical skills for effective facilitation and be able to design workshops and events.

Consultancy skills

For both internal and external consultants. People new to consultancy, whose role is becoming that of a consultant, or who sometimes have to work as a consultant.

Understand the consultancy process and the role of a consultant. Have a realistic assessment of existing consultancy skills and improve interpersonal skills as consultants, especially in relation to working with and influencing clients. Outline.

Project working

People who do not think of themselves as “project managers” but whose role nonetheless involves undertaking pieces of work which can usefully be thought of as projects. Policy work is a good example.

Understand what work is best regarded as a project, the universal phases of the project life cycle, and the benefits which are to be gained from the project approach. Be able to specify, plan and deliver a non-technical project using straightforward tools and methods. Outline.