Learn how to:

• Apply your knowledge in organizational effectiveness to a real-life challenge in your organization with the support of an expert coach
• Assess your competencies as a process consultant and change leader
• Develop personal leadership goals and develop an action plan and coaching for improvement

This is a self-directed change management project. During the course of your project you will:

• Establish the context for transformation and clarify the type of change that is necessary within your organization: strategic, structural, cultural, or process change;
• Employ the Queen's IRC organizational change process that involves building effective frameworks, promoting awareness of the need for change, setting the strategic direction, and initiating whole-system involvement;
• Mobilize resources to achieve the goals of the change initiative;
• Analyze stakeholders and decide on intervention approaches and techniques; and
• Inform, involve, and consult with key constituents.

Takeaways

• An a-to-z plan for managing a change project

Organizational benefits

• Access to Queen's IRC for consulting during an actual change project
• Assurance that all essential steps of a robust change management model are followed
• Increased likelihood that individuals and departments will remain focused on change
• Development of internal resources to manage future change projects

People management practitioners and internal and external consultants who are charged with leading system-wide initiatives. Participants are eligible to apply for enrollment following completion of the Queen’s Certificate in Organization Development Fundamentals. Participants must be working towards the Queen’s Certificate in Developing Organizational Capacity.

Before you enter this program, a selection interview will be conducted. Please contact our office for more information.

Brenda Barker Scott

Brenda Barker Scott has extensive experience in all aspects of organizational development acquired over a twenty-year career in teaching and consulting. When working with leadership teams she combines strong theoretical knowledge with practical methodologies to ensure that the right people are engaged in the right conversations to design robust and workable solutions.

Brenda is an instructor on a number of the Queen's IRC programs including Building Smart Teams, Organization Development Foundations, Organizational Design and Organization Learning. A frequent presenter, Brenda has been a keynote speaker for the Public Health Agency of Canada, the Conference Board of Canada, the Human Resources Planners Association of Ontario and the Canadian Institute for Health Research.

Brenda is co-author of Building Smart Teams: A Roadmap to High Performance. She is a graduate of Queen's University and lives in Kingston with her husband and two sons.

Brenda presents at the following IRC program(s): OD Foundations, Organizational Design, Organizational Learning, Building Smart Teams

Carol Beatty

Carol Beatty was the director of the Industrial Relations Centre (IRC) at Queen's University in Kingston, Ontario, from 1996 to 2006 and concurrently an associate professor with Queen's School of Business.

An acknowledged expert on change management, Carol focuses her research on the areas of human and organizational issues resulting from the implementation of various types of change. She has recently completed a major study of the key success factors in the implementation of approximately 350 change initiatives and is currently completing case studies of successful change leaders in action. Previous research isolated the components of high-performance teams by studying over 180 functioning teams in Canadian organizations. Her writings have appeared in such prestigious journals as the Sloan Management Review, Human Relations, the California Management Review and the Business Quarterly. Her recent books include the Building Smart Teams (2004 with B. Barker); Employee Ownership: the New Source of Competitive Advantage (2001); and Facilitator Guide: Building High Performance Teams (1998 with B. Barker). Many of her discussion papers are available for download from IRC's Knowledge Centre. more...

Gary Furlong

Gary Furlong has extensive experience in mediation, mediation training, alternative dispute resolution, organizational facilitation, negotiation, and conflict resolution. Gary is past president of the ADR Institute of Ontario, is a Chartered Mediator (C. Med.) and holds his Master of Laws (ADR) from Osgoode Hall Law School. Gary is the author of The Conflict Resolution Toolbox, (John Wiley and Sons, 2005), and the co-author of The Construction Dispute Resolution Handbook, (Butterworths, 2004). Gary was awarded the McGowan Award of Excellence in ADR in 2005.

As a mediator, Gary has worked in the areas of commercial, personal injury, estates, construction, shareholder, insurance, wrongful dismissal, real estate, and workplace conflicts, and specializes in intervening in difficult organizational and workplace disputes. Gary was regularly called in to the court-annexed ADR Centre in Toronto for the first three years, and is now appointed a roster mediator, Ontario Mandatory Mediation Program, Toronto. Gary has mediated personal injury, insurance and long-term disability claims ranging from $30,000 to over $1 million dollars. Estates files include multi-party claims ranging in size from $200,000 to well over a million dollars. Contract and tort claim files have ranged from $10,000 to $2 million dollars. Gary was a regular mediator and fact-finder with the Education Relations Commission, and was also appointed a provincial facilitator and mediator with the Education Improvement Commission, assisting with the financial reorganization and amalgamation of school boards in Ontario. Gary has also been on the Law Society of Upper Canada's complaint mediation panel, and the Teachers College of Ontario mediation panel. Gary has conducted fact-finding and investigations for the past 6 years. more...

Françoise Morissette

Francoise has been a facilitator at Queen's University's prestigious Industrial Relations Centre since 1994, and was made a Fellow in 2006. She is the Chair for the Leadership Capacity Program.

In 2009, she became an Adjunct Faculty at the University of Alberta's Business School. Her focus is on leadership development for senior executives in the Alberta Government.

As a consultant, Francoise is a major contributor to the field of organizational development. Her practice takes her within Canada and internationally. Her main area of expertise is leadership development. Through a variety of interventions, she helps leaders, organizations and communities enhance their leadership capacity. more...

There are no scheduled instances of this program at the time. Please check back later.