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Problem:
This large Northern California
County probation department wanted to make changes at the top and bottom
of the organization. The Chief
was
worried that if he waited for the top of the organization to get on board
the bottom would lose patience, confidence and trust in him. He wanted to
start a change intervention right away that would comport with the values
and direction he would ask the top managers of the organization to
support.
Key issue:
What can he do at the line level of the organization that would (1) have
a lot of value, (2) show that the new leader wants change, and (3) be
consistent with other more wide spread change initiatives that were not
yet planned?
We agreed that any change initiative would benefit
from improved organization wide communication.
Everyone talks about improving communications but until now there
really hasn't been a powerful enough training tool.
Path of Dialogue does it in spades.
Solution
: The new executive worked with his management team and brought
Taylor-Nelson into the organization to teach key managers how to train
others on dialogue skills. Every
manager and supervisor was trained to conduct thirteen Path of Dialogue
lessons so they could immediately start making a difference where the tire
met the road.
Most importantly, the organization now experiences
managers and supervisors as supporting values of continuous learning and
improvement. Managers and supervisors are walking the talk on the
things that they are teaching. They are being seen as mentors, coaches and
developers in addition to their traditional roles.
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