The first stage was to research and design the training. As no common methodology was in place, interviews with operational officers and those who were currently running projects identified the needs and content for a two day workshop to introduce a common project initiation process based on government guidelines, and to develop understanding of some key process tools.

The two day workshop, used experiential learning around participant's real-life, current projects to build an understanding of the process and tools, and also to deliver real improvements to their current projects. Nine workshops were run from the middle of February to the end of March, both at the central headquarters and in regional division locations. Overall feedback from these workshops was extremely positive, with most participants identifying it as a learning that was long overdue, and one that would help them with their operational role as well as with project work.

The third phase with the Chief Officers and Agency Management Board led to enhancements and improvements on the methodology and implementation process of projects in the force. A common reporting process was put in place to enable control and review of all projects in operation, and new guidelines drawn up for the initiation process to ensure relevance and realism in the terms of reference.

On-going work on this project includes:

• Further individual consulting on s a number of projects continued to support senior officers on delivery of projects to time, budget and quality, and to enhance individual skills.
• Developing transfer of the training workshop to internal MDP trainers for cascade to all officers and staff, including the training of the trainers
• Design and delivery of further development modules on implementing projects

Aa training programme `Winning Projects!' was designed to focus on the whole Opportunity Cycle from first contact through to signed contract as a project which would be professionally managed, and a financial success for the company.

Winning Projects! consisted of a variety of learning methods – web-based learning, telephone coaching, face-to-face workshops and individual project reviews – and that actual projects were used as exercises throughout the training. A common methodology for planning and reporting projects was created within the program itself and then `trained' in subsequent programs as the official way to Winning Projects!

Over 3 years over 200 IMS professionals have taken part, with the emphasis changing from being a broad offer to the entire organisation to a very specific program targeted on the Key Account Teams as part of a Customer Based Planning roll-out. By spring 2004 all the Key Account Teams world-wide were using the standard methodology to plan and review their opportunities as projects, and also be reporting in a standard manner to the Project Office that oversees all major opportunities.

Chevron and the Nigerian Oil Company are partners in the development of the Escravos field and Bechtel are employed as the construction contractors for the project. The parties wished to operate the project in a partnership and team environment rather than in the usual conflict environment between client and contractor,.

From an initial evaluation and interviews with the project team members, a workshop was designed in which the joint team could develop a common mission statement and vision for the project that was meaningful and relevant to each of the three parties.

The workshop included inputs on personal management style and team working to increase the participant's awareness of their role and impact on the team performance. Functional priorities and role definitions were established to minimise potential overlap of activity between client and contractor. Parameters for the construction were agreed at an early stage that resulted in a smoother transition to site work and clear priorities and reporting structures for the site teams.

Training in team work, team problem solving and quality improvement was subsequently provided for all members of the project so that everyone had a common language and focus.

The success of this approach has led to the adoption of a similar system for the joint project between Chevron and Bechtel in the Tengiz oil fields in Kazakhstan.

Phase 1: a two day workshop run across the region as an introduction to performance management and to introduce the skills of objective setting, feedback and coaching. From this round of workshops, assessments on individual managers were fed back to the local Managing Director and HR Director in order to develop personal development plans.

Phase 2: a two day workshop on reviewing performance, carried out by both UK based facilitators assisted by a team of 20 specially selected and trained local facilitators

Phase 3: a two day workshop on assessing performance, carried out by the team of locally trained facilitators, mentored and coached on site by the UK team.

Phase 4: a two day workshop on rewarding performance, delivered by a UK team of facilitators, using actor led scenarios to develop skills in assessing performance and making and delivering reward decisions based on these assessments. Managers participating in these workshops were accredited to make and deliver reward decisions in the workplace.

Following on from these events, a series of cascade programmes and distance learning programmes were developed in-country to involve everyone in the new performance management process. Also a number of individual management teams, both at country and group level sponsored their own strategic planning and objective setting events at the start of each annual business cycle.

A one day coaching skills workshop for Relationship Managers in Business Banking across the UK.

Development centres in the corporate performance standards and decision making skills for managers and staff in the Offshore Banking Division.

Two day accredited training workshop in coaching and performance management skills for managers in Business and Retail Banking across the UK.

One day clarity and leadership workshop for team leaders in Retail Banking across the UK in understanding and communicating performance standards, using actor led scenarios.

Two day accredited workshop on making and delivering remuneration decisions for all senior and middle managers in Corporate, Retail and Business Banking in the UK, using actor led scenarios.

The programme was run several times a year up to the merger into the GlaxoSmithKline operation.

A three module development programme was designed and implemented, with collaborative inputs from Highland Distillers senior staff. The first module focused on strategic management skills, change leadership, project management, influencing and team leadership skills, recognising that this team would need to take the leadership in influencing and directing their colleagues in the production operations.

The second module approached the commercial management skills of the team, using a business simulation, to ensure that they could identify and assess risk from both a commercial and operational perspective.

The final module was located on a residential barge sailing on the Caledonian Canal in the Highlands of Scotland ensuring a creative and empowering environment for the final drafting of the organisation's five year strategic business plan, linked with series of outdoor team development activities.

The success of the strategic plan led to the continued profitable growth of the operation and an eventual take over. The development model was also used as a case study in a number of executive programmes.

In 1995, recognising the potential problem, SWSG commissioned a research study into the competencies required for the new positions. This study indicated that a broad range of management and strategic skills were required, not normally expected of this level of management in Social Work.

The training modules covered: Criminal Justice Legislative Context; Strategic Management; Communications; Human Resource Management; Service Management; Time and Stress Management; Finance; Networking; and Strategic Implementation, totalling 24 days.

The competencies are mapped into the Management Charter Initiative (MCI) competency model, the Post Qualification Award of the Central Council for Education and Training in Social Work (CCETSW), and the Institute of Management (IM) Level 5 Diploma to allow participants to carry out an assessed piece of work counting towards a higher management or professional qualification.

Starting in 1996, four programmes have been run to cope with the demand for places from Principal Officers, managers and directors in Social Work Departments, and from directors and senior staff in voluntary agencies involved in the delivery of criminal justice services.

As a result of the training, further consulting work was been commissioned in some of the agencies and Local Authorities, and a similar programme commissioned from another sector of the criminal justice system..

A training course was specially designed to meet the needs of the supervisory group in influencing skills and teamwork. A subsequent follow up course focused on the application of these skills to real work improvement issues. These courses used models and approaches that were researched and developed by the New Directions through the Castle Consultants International network, and which are used in other parts of the Chevron group.

The initial results of the training has been to break down a number of the barriers and improving the working and competitive environment in the Rotterdam laboratory. Improvements in systems and administrative processes have been made as a result of the actions taken through the improvement workshops.

To facilitate this development of a supportive environment where change is accepted as a norm, and where staff are continually empowered to make improvements in their working practices, further support work was carried out simultaneously at an organisation and staff level.

At an organisation level, consultancy work with the Managing Director and the senior team developed strategic plans for the company that aligns it with the corporate goals and provides a focus for continued local improvement. Personal coaching for the Managing Director was provided to help him manage the personal stresses of change management and to build his personal style and confidence.

At a staff level, training in communication skills for all junior technical and administrative staff in the company was carried out in the Dutch language through the Castle Consultants International multi-lingual network of trainers.

The Experienced First Line Supervisor course was jointly designed and implemented with the operational management at Chevron EME. All offshore supervisors attended in the first six months of the course, and it laid the foundations for the implementation of organisational changes and the quality improvement programme. The success of these early courses has led to courses being run each year, with a revised programme tailored to the current needs of the participants and the company. The basic design was also adapted to meet the needs of the senior offshore management in the light of the results of an opinion survey and prior to the introduction of the QI process.

To meet the needs of the managers and professionals, the Influencing for Results course was developed. This course improves both the skills and flexibility in different influencing approaches. The course was adopted as one of the core training inputs for the Chevron EME Ltd. Management Development Programme.

Following the success of these management development projects, New Directions were commissioned to research and advise on a number of Human Resource, organisation and management development issues (see other case studies).

Following the success of this course, it has been extended and adopted by individual country management, to add to their own management development activities. The course had been adapted for local market conditions and translated into/delivered in local language for Spain, Italy and Germany/Austria.

For the next few years, the course was part of the core management development programme for the company with an international course in English being run with participating managers drawn from across Western, Eastern and Central Europe Europe and the Middle East.

Further work was commissioned in 1997 by Abbott International to develop an advanced sales management course to build on the basic skills and equip field sales managers for their ever changing role.

Using the skill sets identified by previous needs analysis and by the senior management review, a profile for the area manager position was drawn up with standards of performance and behaviour indicators. This gives Heinz management the opportunity to make direct comparison of performance across the different functions and departments for the first time.

In reviewing these profiles and the models for staff development, some potential gaps in the training provision of the organisation were identified and priority needs drawn up with senior line and personnel management.

New Directions collaborated with other internal and external resources to draw up training module designs for each of the competence areas. New modules were designed to fill the identified gaps and are being delivered on demand.

A corporate initiative to build Statoil into an international company raises the need for its managers to understand other cultures and to be able to operate effectively in international influencing and negotiation situations.

• The Influencing for Results course is part of the core management development programme in Statoil. It was developed to improve the skills of influencing people both inside and outside the organisation. The course has been particularly effective in developing the skills of professionals who are dependent on the actions of other departments and managers over whom they have no authority to get their own task results.

• Negotiating Internationally for Results is another core course developed for managers operating in an international or cross cultural environment. Often this course is run for a single project team or department involved in international trade or the implementation of a partnership deal. The course develops skills of negotiating for win:win results.

• The specific issue of improving the working relationships between of women and men managers inside the organisation is a specific need being addressed by using the Influencing for Results and Negotiating for Results courses in sequence. (In-house training staff are trained and certificated as co-trainers on the courses to facilitate learning transfer and reduce costs.)

• Walt and Geof were also selected to work with the top management teams of Statoil, helping them to develop the team working and vision skills necessary to lead the implementation of a company-wide re-organisation into a team based structure (see separate case study “Introducing a team structure to an international oil company)

The inputs came from a combination of public executive training programmes to develop specific skills in the company of other senior managers from other organisations, and tuition and personal coaching by Geof Cox to focus development in skills and knowledge relevant to their specific requirements.

Organisation visits and shadowing in the UK Forestry Commission (in order to provide context and direction) and other public sector and commercial organisations in the UK allowed the executives to see, at first hand, strategic decision making in action in a range of different organisations, and to have the opportunity to discuss issues with their peers.

New Directions Ltd also provided a project management service to the complete programme, arranging all necessary accommodation and travel itineraries for the visit and providing comprehensive back up materials..

A three module development programme was designed and implemented, with collaborative inputs from Highland Distillers senior staff. The first module focused on strategic management skills, change leadership, project management, influencing and team leadership skills, recognising that this team would need to take the leadership in influencing and directing their colleagues in the production operations.

The second module approached the commercial management skills of the team, using a business simulation, to ensure that they could identify and assess risk from both a commercial and operational perspective.

The final module was located on a residential barge sailing on the Caledonian Canal in the Highlands of Scotland ensuring a creative and empowering environment for the final drafting of the organisation's five year strategic business plan, linked with series of outdoor team development activities.

The success of the strategic plan led to the continued profitable growth of the operation and an eventual take over. The development model was also used as a case study in a number of executive programmes.

The first managers to be affected were the top 50, who would jointly run the operations directly below the Board — these top managers had previously been in a series of boss/subordinate relationships in a formal, functional hierarchy. There was a considerable tension and resistance to the changes proposed by these managers who perceived their influence diminishing and their status changing.

Appreciative Inquiry was used at the beginning of the seminar to help the managers to help to develop a positive attitude towards the change, by focusing on the managers own positive experiences of working in, and leading, teams. After sharing their own personal experiences from the world of work and sport, they grouped together in their new cross-functional team groupings to develop common themes and to create their unique visions for working together in their new, collaborative organisation. Each of the new management teams created their own set of working values and vision, and an image for their own team.

The second input was to use Geof Cox's book on team problem solving as the basis for analysing the team process roles and the strengths and weaknesses of the new teams. Action plans were developed to ensure that the teams operated effectively. The teams developed a strong bond to each other, and a commitment to make the team successful, which continued throughout the rest of the seminars, and into the work place.

Outcomes:

• Traditional rivalries and competition between functions and departments were set aside
• Powerful collaborative statements and images were created to focus their continuing efforts to change the culture and management of the company
• Operating processes agreed to ensure the effective working and balance of the new management teams
• Commitment to implement the proposed re-organisation

Subject

• Developing a set of Human Resource Policies and Procedures for a new sales operation in the Former Soviet Union, to give country and field sales management teams the necessary assistance to recruit and manage a three-fold increase in sales and merchandising staff during one year. (GMC)

• Helping to design and launch a Distributor Partnership Programme through the identification of local needs and opportunities, and through benchmark studies with RJR operations and other organisations world-wide. (CED/GMC)

• Researching, planning and staging a conference for key customers/ potential distribution partners from Russia, Ukraine and Kazakhstan in Istanbul and Izmir, Turkey. (CED/GMC)

• Designing an Action Planning System for use by staff in the sales, administration and manufacturing operations in the Former Soviet Union. (GMC)

• Running Management of Change workshops at locations across the Former Soviet Union and Central Europe to help local managers to identify goals and strategies and integrate their operations with the wider goals of RJR in the Region. (CED)

• Executive search and recruitment for key positions in the Former Soviet Union. (CED)

• Designing, delivering and training local trainers (from Russia, Ukraine, Turkey, Bulgaria, Poland, Switzerland and the Middle East) in negotiation, interviewing, recruitment, objective setting, managing change and project management. (CED/GMC)

Initial desk work and field interviews with key stakeholders identified a number of groups working independently on the issue and an acceptance that there needed to be a solution. However, despite the goodwill and good relationships that existed at individual service level, there was a great deal of confusion, misunderstanding and disagreement at organisation and national levels. The service providers felt that they were being asked to agree to unreasonable contract demands, and the local authorities were being met with seeming intransigence in their attempts to get agreements, even in principle.

It was evident that there was a lot of good practice and attempts at resolution which needed to be shard and a need to bring the parties together to build on their common interest and air their differences in order to dispel a number of misconceptions and identify ways forward in the priority areas of disagreement.

Given the short time available, three whole system, large group workshops were held in regional locations to which the `whole system' (i.e. all stakeholders: local authority staff – contracts officers, solicitors, housing officers, service managers, etc.; housing support providers – housing associations, other providers, solicitors, voluntary agencies, etc.; Scottish Executive; other representative bodies – Convention of Scottish Local Authorities, Association of Directors of Social Work, Scottish Federation of Housing Associations, etc) engaged in a dialogue process to identify areas of common ground, air issues and to propose solutions.

These workshops were widely accepted by all stakeholders as the single most significant event that had moved the process forward in the twelve months of discussion on the topic. It was the first time that all of the stakeholders had met face to face in discussion. The subsequent report and recommendations to the Scottish Executive not only identified work that still needed to be done, but also reflected on the development to agreement that had been made as a result of the research project itself. Instead of just researching and reporting, the process itself had started to generate the agreement that was to be sought after the report stage.

A number of key issues were identified early in the research, allowing some of the budgeted time to be spent on setting up and monitoring a number of pilot teams to investigate opportunities for flexible working practices in the Department. 9 teams were established looking at work location, work hours and process improvement. The pilots were set up to give maximum flexibility and choice to the team members over the scope and style of the flexibility they operated, with the proviso that customer service levels should not be compromised.

A six-month evaluation showed improved operational performance in the pilot teams compared to previous performance and to the service as a whole. Staff responded positively and improved both the quantity and quality of work – and improvements in individual staff were very significant. Staff also reported no loss of team cohesion and mush lower stress levels, managers reported more ownership of issues and self-management. Individual choice and the feeling of being “in control” were positive drivers in job satisfaction terms, even if the flexibility was not used – one Social Work Assistant didn't take part in the pilot, but liked the fact that she had the choice.

In order to bring about the changes, it was recognised that there was a need to focus on the wider organisation development of the department and increase the capacity nd competence of the management. New Directions were further commissioned to run a series of organisation development activities, including management workshops to address this need. At an initial workshop with the 30 strong senior management team, a behaviour model for the department was devised as part of management's desire to become more proactive and responsive to the change agenda. This model was subsequently adopted by the whole of the department management at a series of large group participation meetings which widened the ownership of the programme.

A final thought on the programme from Alan Baird, Director of Social Work. “When we commissioned the initial research we did not have flexible working in mind, and we were certainly not expecting the extent of the benefits that have accrued. It is a clear demonstration that when you demonstrate trust in staff they repay it several fold.”

New Directions was specifically tasked to develop a commissioning strategy, manage the commissioning of the training, the design and development of the training and the delivery of the training. This involved the tendering, interviewing, selection and contractual engagement of training providers to design and/or deliver the training modules, the management of both generic and variable contractual arrangements to suit the specific design needs of individual training modules, overseeing the design and development of the training modules against contractual arrangements with training providers, and overseeing the delivery of the training modules against contractual arrangements.

In all some 22 individual training modules were commissioned over a fifteen month period from five different providers. Separate delivery contracts were agreed with seven national training delivery providers. The programme met all deadlines and quality standards set by the DTLR and ODPM, and received positive feedback from staff and organisations who used the framework and individual modules.

In the later stages of the project, New Directions and Strategies for Training took over the direct responsibility for the design of the modules, and also converted a number of workshop based modules for use in a distance learning environment. These developments were directly as a result of internal quality and performance measures which also led to a number of other improvements in the project resulting in cost reduction and efficiency improvements.

Simultaneously, a further IT project was taking place at a pan-European level to enhance the business process support across the group. Outcomes from this work was fed into the BRP focus teams to inform their will-be mapping. Also a field visit was organised to an operating unit in Northern France to experience the operation of the project based system in use in the rest of Europe, which would be the basis for the restructuring of operations in the UK.

At the end of the three month design period of the project, a significant number of improvements in processes had been agreed and implemented with savings of over £1million and a significant reduction on administrative overhead.

The project team drew up new job descriptions, designed and helped to facilitate a number of road-shows to announce the changes and advised on communication and HR issues in the implementation of the far –reaching changes.

The workshops were run in regions, just prior to the new Job Centre Plus operations being created, so that the training was topical and the workshops focused on the real issues facing the senior managers at the time. For many, this was the first time that the front-line managers from the two agencies had met, and certainly the first time that they had worked together on the issues facing them.

The success of the workshops was clearly seen in the operating culture and performance of the Job Centre Plus offices on their establishment. Despite many opening without the planned refurbishment, and many operating from existing separate buildings, all performance standards and expectations were met.

• To share different perspectives on the effects of the challenges facing Scotland's economy in the future
• To encourage participants to join in further dialogue
• To generate a body of quality information to share in the wider theme discussions
• To stimulate participant's thinking towards the future
• The events culminated in a diverse group of 150 people from across the spectrum of the Scottish economy— business, public and voluntary sector, academia, trade and professional bodies—meeting to engage in a dialogue about what works for them around four themes:
• Developing innovative companies and organisations that can compete with the world's best in the twenty-first century.
• Stimulating a culture of creativity and learning that develops skills, building confidence, nurtures new ideas and celebrates success.
• Creating an inclusive economy where the benefits of economic activity reach all in society.
• Building an environmentally sustainable economy that makes Scotland a world class place in which to invest, visit, live and work.

The half-day dialogue led to a number of key ideas and themes being developed around four of the key strategic issues for the future development of the Scottish economy. The outcomes were integrated into the core `Scotland's Future' strategy formulated by Scottish Enterprise.

The success of the dialogue process led to the creation of a continuing dialogue through a web-site and a further project undertaken through the Scottish Council Foundation.

Click here to read an article on the event

The immediate response of the Regional Director, who had been a full and equal participant during the afternoon, was that they had achieved more in terms of team development and understanding in three hours than they had previously achieved in two days of `death by acetate' and countless courses and presentations.

Outcomes:

• The sales team was united around a common set of values and way of working
• An inspiring vision and image that incorporated the Scottish perspective with the corporate mission was created
• The team developed relationships that would be the foundation for success.
• The experience of the team was the spur to further developments in the whole organisation.

It was therefore proposed and agreed that prior to any skills training, that the senior management should meet and agree a future strategy and vision for the division. To prepare for a workshop where this strategy and vision would be developed, individual interviews were held with the members of the management team to ascertain their own viewpoints, and also to determine the effects of the organisation re-alignment on their activities. These interviews confirmed the wide range of awareness and impact indifferent areas, and also a high degree of scepticism and potential alienation with the overall policies and direction of the Commission. The need for the strategy workshop where everyone would contribute and have the opportunity to shape the future of the division was therefore confirmed.

A two day workshop was then convened where the management team participated in a number of interactive activities to help them to identify the current environment for the division, the needs of customers, the needs of other stakeholders, and to define their values and vision. A strategic plan was drawn up that had the support and commitment of all of the management team, and responsibility for carrying through action plans to solve immediate burning issues was shared amongst the team members. This was the first time that any shared ownership of change had surfaced in the division.

The Criminal Justice Service is funded by The Scottish Office, and each council is required to submit an annual planning statement to The Scottish Office for funding. Although these statements required a degree of strategic thinking, there were essentially a budget statement for the next twelve months. The formation of the new Council and Social Work Department gave an opportunity to develop new longer term strategic visions and plans for the services covered, The Criminal Justice team identified the opportunity, and also wished to involve all of the staff in the formulation of the strategic plan to encourage ownership and teamworking.

The first stage involved all members of staff in the criminal justice team being involved in identifying their own priorities and issues. The process used was a large group technique called Appreciative Inquiry, which uses individual experiences of success to identify features and characteristics of the organisation that should be promoted and built into the future direction.

The second stage involved the management team in a facilitated, two day workshop where the outcomes of the staff involvement and other factors affecting the future of the service were considered, and visions and strategic plans developed. The team mapped the strategic environment for the service and identified the main drivers for the future. A vision and mission statement were devised and agreed and key strategic thrusts were identified to ensure the effective implementation of the strategy.

Detailed communication plans were drawn up to ensure the involvement of staff in the vision and the approval of the Council and The Scottish Office. A series of follow-up and review sessions are planned to ensure that the strategy is on track and successful.

Outcomes:

• The Appreciative Inquiry process enabled the active participation of everyone in the department in the decisions on priority strategy and ways of working
• A vision and strategy that was supported and owned by everyone
• Increased confidence in the management of the team

Phase 1 of the plan involved working with the Executive to develop a corporate vision and mission, strategies and action plans. Alignment of the Executive and senior management on the strategies was further developed through cascade training in TQM and strategic planning.

An Executive Management Conference in Annecy, France, was designed, facilitated and staged, presenting the strategies and signalled the start of phase two.

A pilot project was run in Turkey, including a greenfield production operation. Introduction of the processes to other markets took into account their stage of development and the local culture.

Phase 2 involved all employees in the principles of customer driven quality and managing change, and was undertaken by the line management, using specially developed materials. Teams were set up to identify and implement improvements in processes and procedures. Internal facilitators were trained to progressively transfer from external to internal resources.

At Executive and senior management level the focus changed to strategic alignment of business objectives with customer wants and identification of major opportunities for process improvement.

Starting with an Appreciative Inquiry dialogue on the opening evening, a positive atmosphere was created, and proposals for the way the rest of the conference should be focused and facilitated were identified. The conference organisers then took these suggestions and designed the participative elements of the first full day of the conference based on these participant led proposals.

The Open Space format of the discussion sessions allowed the active involvement of all participants and presenters in discussion of key topics of interest, rather than a less active question and answer session. Themes and process guidance from the Appreciative Inquiry dialogue helped to design these Open Space sessions.

Finally a full Open Space event was convened for the second day of the conference to enable participants to reflect on the main conference inputs, raise issues of interest and discuss them with peers and conference presenters in a self-organised and self-facilitated process.

A Working Party of the Institute has considered and proposed changes to the structure of the Institute to allow for the delivery of improved local services, provide value for money, and provide a closer match between individual's needs and Institute services.

In order to ensure the successful implementation of these proposals in the Institute, the support of the democratically elected Branch officers was essential.

In consultation with the Institute executive, it was agreed that the whole conference would be invited to participate in an interactive process to identify the success factors in the Institute and to develop a positive view of the future where the proposed flexibility and quality would be guaranteed.

A process of large group interaction, Appreciative Inquiry, was chosen for the event. This process asks participants to identify past best practice through dialogue of personal success stories and associated feelings. After the individual dialogue sessions, the issues and themes that are present when people feel particularly successful and energies are collected and discussed in groups, who then project future propositions about how things will be based on prior best practice and experience.

The conference delegates participated in this process over a period of about 3 hours, during which statements and images identifying a positive future for the Institute were developed and shared.

Outcomes:

• An atmosphere of commitment to make the changes work was created from an initially sceptical audience
• The Institute Executive took the opportunity offered by the positive attitude to change to make even wider ranging changes to the Institute's structure and management