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How organisations can boost inclusive practice

How organisations can boost inclusive practice

In my last blog I talked about how teams can use their inclusivity attributes and strengths to promote best practice. Building an inclusive organisation commences with committed senior leadership being open to exploring the concepts, seeing the commercial and performance benefits and actively cultivating the approach. To

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Developing inclusivity from within a project team

Developing inclusivity from within a project team

In my previous posts on project team inclusivity I talked about how change needs to start with reflective practice. Building an inclusive team commences with the individuals of that team being open to explore the concepts I raised and then turning their minds to the collective power

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Inclusivity through reflective practice on project teams

Inclusivity through reflective practice on project teams

Previously I introduced the concept of inclusivity and my recent investigations into this space through presenting papers at a number of international conferences. I chose the definition from the Collins English Dictionary, which stated that inclusivity was ‘the fact or policy of not excluding members or participants

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Building inclusivity on project teams

Building inclusivity on project teams

I recently had the great opportunity to present a number of conference papers in Croatia, Nigeria and the UK covering a range of change and project management topics. In particular for the papers I presented in Nigeria, I was asked to cover diversity in teams. I decided

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About Elissa Farrow Video

Elissa Farrow, a trainer at CC Learning, talks about herself as a trainer and consultant and her love of change management. You can engage Elissa to deliver PRINCE2, MSP, MoV, MoP and Managing Benefits training or consulting. Combine Elissa with CC Learning’s acclaimed course materials and efficient

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Managing transition with William Bridges’ change model

Managing transition with William Bridges’ change model

In previous blog posts I outlined the Kotter and Lewin models of change. Here I will give an overview of William Bridges’ Managing Transition model. I will also give some examples of how I have applied Bridges’ model in practice. Bridges’ model has 3 steps: Ending Neutral

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Cool change: Lewin’s change management model

Cool change: Lewin’s change management model

In previous blog posts we have looked at change management methodologies, including the Kotter model of change. Here I am going to outline Kurt Lewin’s 3-step model. All of these models and theories need to work within your chosen change methodology. I will also give some examples

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Applying Kotter’s change management model

Applying Kotter’s change management model

I have previously outlined the importance of change managers having a clear idea of the theory that underpins their change methodology. In this post I will outline the Kotter International model and give some examples of how I have applied it. Dr John Kotter’s model has 8

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Starting the change management process

Starting the change management process

Setting up a change process, I usually analyse the organisation, the size of the change task, any methodology that may exist and then think about appropriate models for change. There are a wide number of models of change that exist in the literature. Some, like change specialist

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Ethical practice in project management

Ethical practice in project management

I was talking with a colleague the other day about how ethical practice is something not often discussed as part of our day-to-day business practice. One of the roles I play along with running a successful consulting and training business is as the Director of Ethics for

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