Workshops and projects
Workshops – in-company
How to implement self-organization?
Are you looking for ways to apply more selfmanagement?
Based on the book we designed 3 workshops to help you learn from expereinces with (aspects of) self-organization.
Workshop 1 – self-leadership – How are you doing as a self-leader? What is needed for individuals, hierarchical leaders and others to start self-organizing?
Workshop 2 – self-steering teams – What does self-steering mean here? How can you introduce self-managing teams or improve their efficiency in your organization?
Workshop 3 – Self-organization – What means self-organization in practise? How can you start applying it? How do you create a collective ambition together?
An additional workbook ‘Do-it-yourself leaders’ supports workshop participants in their learning process.
1. Self-leadership: are you one?
- You are dreaming of transforming your organization towards more horizontal functioning?
- You are interested to better understand your own attitude towards self-leadership?
- You expect excellent results and sustainable innovation from yourself and your people?
During this workshop you will:
- Understand more about your own self-leadership.
- Learn about the different steps of the learning model for self-organization.
- Discover how self-organization can help to spread power.
- Discover how you can use your own power/influence, that of your colleagues and other key people.
- Feel how self-organization invites people to work with their brain and heart.
- Learn from your own practise.
Interested? Contact: email@example.com
2. Self-managing teams: culture versus structure
- How can organizations culture enhance self-management for flexible teams?
- Values are key for step 3 of the learning model of self-organization – applying and supporting self-organization. But also, methods to decide without a boss.
- We discuss the structure of teams and projects and which forms of self-management exist on team level and how do they function.
- We illustrate step 4 of the learning model of self-organization: analyze and establish self-management.
- How can a team work with self-management in a sustainable way?
- How can you analyze and improve work processes and what is needed to do so?
Interested? contact: firstname.lastname@example.org
3. Self-organization: mobilization and vision
- How can we start with self-organization?
- We discuss step 1 of the learning model of self-organization: mobilization . We describe the broader perspective on self-organization. We discuss what is needed to start.
- We find out more about strategy and vision development for self-organization
- We discuss how to take step 2, towards collective ambition from the learning model of self-organization.
- We discover the principles of co-creation applying these for our own situation: We invite the whole system, all stakeholders in the room, find out ‘the whole elephant’; We stimulate people to take responsibility and change roles; We apply real dialogue to enforce better understanding trust and renewal.
Interested? contact: email@example.com
For open training sessions we work together with the HRDAcademy. November 14 2019, March 5 and September 24 2020 we organize an 1-day introduction to Selforganisation
The open training will be in Dutch.
In-company workshops are in English, Dutch, French or German.
- Strategic Alignment
- Organizational Change & Development
- Whole System Interventions
- Leadership Development
- Learning Organization
- Use of co-creation for complex issues
- Team Effectiveness Assessment
- Team Development
- Global and Virtual Team Enablement
- Tailor-made Training and Development
- Executive Coaching
- Leadership Talent Assessment
- Assessment and Development Centers
- Succession Planning
- Boardroom Consulting
Some examples of recent projects
Biotech start-up had raised sufficient funds over its four years of existence to attract competent people and build a strong R&D foundation. But the CEO found it increasingly difficult to keep his team focused on the same direction. Also, the need arose to introduce roles and structures in this still small enterprise of 80 people. BMC was asked for help by the Board as they assessed the moment as critical for the continuation of the firm.
BMC did an inventory of the situation by interviewing 25% of the employees – including the Management Team. Results were analyzed and an action plan was launched. Main actions consisted of helping the leadership to build an effective team that could communicate more efficiently via better quality discussions and better meeting structures. In addition, coaching for some of the key people added to the change effect. Implementation of these changes included a discussion of the outcome of our assessment with all staff members present and the definition of counter measures together to keep the intended changes on track.
What we achieved in one year of supporting:
- A more efficient meeting culture
- Higher quality of leadership
- Use of roles and structures to work more effectively
- A change of organization culture towards a more open and transparent climate
- Higher satisfaction of the employees