Description
Organisations are usually structured around functions and departments that support, or deliver, customer services, products and – ultimately customer benefits. In private sector this could be HR, finance, sales and manufacturing. Front-line healthcare examples are radiology, theatres, wards, pharmacy and discharge teams.
Yet this functional approach is so often the cause of waste in the systems. So often well-intended actions and improvement programmes deliver unintended and counter-intuitive results. This programme will examine techniques for managing change in complex adaptive systems. This Master Class will examine:
- Essential concepts for systems thinking and systems action:
- Systems Thinking versus Reductionist thinking;
- Intuitive actions – counterintuitive results?
- Finding the Levers for change -organisations in transformation and innovation: Complex Adaptive Systems?
- Frameworks for dealing with high-level issues: ‘hard’ systems or ‘soft’ systems models;
- Methods of systems analysis: qualitative and quantitative;
- Developing your Systems Strategy.
Planned dates and locations: Central London, West Midlands, Leeds and Bristol 2011 third quarter (July – September) 2011 fourth quarter (October – November) 2012 first quarter (January-March).
More details contact Andrew Barton on 08704 717127, email info@alturos.co.uk or get in touch here.
Who should attend?
CEOs, Operations Directors, Directors of Strategy and people leading on strategic programmes such as Organisational Development, Transformation and re-design.
