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HRINZ Conference 2004 Shifting the Thinking
HRINZ Conference 2004 Shifting the Thinking
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concurrent workshops (HR Interactions)

Andrea Thompson

A3 Reinventing Ourselves and Others

Andrea Thompson, Director,
Catapult

This session explores five key steps of reinvention. Catapult has used these steps in their work with individuals, organisations, and communities committed to transformation:

  1. Creating the need.
  2. Seeing your current thinking.
  3. Exploring the limitations of your current thinking.
  4. Creating a new possibility.
  5. Identifying and correcting inconsistencies and creating new alignments.

Who should attend?
Anyone facing the need to reinvent themselves and cause others to reinvent themselves.

What will they cover?
The first thing you’ll be asked to do is identify a challenge you’re facing – something you’re committed to but a bit stick in. You’ll get to apply the process to that challenge. The next thing we’ll do is confront the question: how do I get others to reinvent themselves? You’ll get to bring real-life scenarios and learn strategies not only from the facilitator but also from each other. The intention is that you come away not just with an abstract process but whole new insights and openings for action.

Session Indicator

Stream:

Certainty

Pitch:

All levels

Grunt Factor: 

Hybrid

Application:

Practice

Style:

Presentation 30%; Q&A 10%; group work 30%; forum 15%;  reporting15%

Type:

Hybrid

ABSTRACT

Introduction

  • ‘Shifting the Thinking’
    • What does it mean to you?
    • Why is it important?
    • Examples:
      • From history of ‘shifting the thinking’
      • Paired share a personal example of when you shifted the thinking
    • What does it take?
      • Working with historical and current examples of shifting the thinking
      • Inquire into what it takes to shift thinking

Overview the process:

  1. Creating the need
  2. Seeing your current thinking
  3. Exploring the limitations of your current thinking
  4. Creating a new possibility
  5. Identifying and correcting inconsistencies and creating new alignments

Step-by step:

1. Creating the need

  • Identify a challenge to work with – something you’re committed to but a bit stuck in
  • Examples?
  • Reinvention begins with creating the need – something you’re committed to but can’t get at your current level of thinking
  • Historical examples of reinventing thinking

    2. Seeing your current thinking

  • To shift your thinking you first need to see your thinking
  • How do you see your thinking?
  • Present models for seeing thinking
  • Ask for other models
  • Individually – apply model to current challenge
  • Small group challenge
  • Reporting and discussion

    3. Exploring the limitations of your current thinking

  • Present model for uncovering impacts (benefits and costs) of current thinking
  • Apply model individually and in small groups
  • Reporting and discussion

    4. Creating a new possibility

  • Creating a new context
  • A new future that requires reinvention
  • Individual and small group application
  • Reporting and discussion

    5. Identifying and correcting inconsistencies and creating new alignments

  • Process of rigorously seeking out inconsistencies
  • Creating new alignments
  • Importance of feedback
  • Power of coaching
  • Individual and small group application
  • Reporting and discussion

Enabling Others’ Reinvention

  • Current challenges
  • Applying the model to others
  • Small group work
  • Reporting and discussion

·Wrap up

  • Review process
  • Paired work – new commitment
  • Sharing
  • Close

Andrea Thompson was a commercial litigation lawyer for Chapman Tripp for several years before moving into management consultancy with KPMG. At KPMG Andrea consulted in the organisational culture and change area. She was fortunate to project manage a culture assessment project for Caltex in this time.

While a lawyer and management consultant, Andrea put herself through numerous personal and professional development programmes. From KPMG she was chosen to be a senior programme leader for an international training and development organisation. Her first assignment was to manage the Wellington operation which had three staff and 200 volunteers. Andrea feels privileged to have had this experience in leading and management people. She was trained in leading people by inspiring and motivating, versus telling them what to do. Andrea was then posted to San Francisco for several months as an associate manager before travelling expensively through the US leading programmes and special events.

Andrea co-founded Catapult in 1998. Catapult is a consulting company specialising in organisational, brand, team and personal performance. Andrea has co-leads Catapult Leadership, a provocative leadership development programme which is run publicly and in-house. She has led programmes to over ten thousand people in the last ten years.

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