Considering People

... in as much detail as we consider Process and Technology

Sound familiar?

"I don't understand the barriers people put up when they are asked to change the way they work ... I wish I knew how to deal with them"

"My meetings always deteriorate into one department blaming another with no-one taking responsibility for actions... we talk a lot and nothing really changes"

"I wish my team could see the bigger picture. I had to turn down a contract because they wouldn't change their shift pattern. A month later, they were complaining that we had to go onto short hours, I include them but they still make short-term decisions"

Sustainable change

At a cultural level

In this exclusive Duxinaroe short course, we provide the learner with an introduction to a number of key psychological principles. We then provide a short snappy summary of each point and highlight what language and behaviours to look out for in the hustle and bustle of the working day. 

We bring this all together in a downloadable checklist you can use to practically challenge and check barriers to change in any environment.

Dealing with

Include a list of items to support the central theme of your page. Bulleted lists are a great way to parse information into digestible pieces.

  • Changing process for improved performance

  • Irrational Barriers to change

  • Change in individuals

  • Change in teams

  • Comfort Zones

  • Beliefs, purpose, alignment, control and more!

Curriculum

    1. POINT 1 - Being Right.

    2. POINT 2 - Looking Out

    1. POINT 3 - Blame

    2. POINT 4 - Predicting

    1. POINT 5 - Comfort

    2. POINT 6 - Fear

    1. POINT 7 - Acceptance

    2. POINT 8 - Purpose

About this course

  • £10.00
  • 22 lessons
  • 0 hours of video content

About Your Instructor

Partner David Bovis

David has more than 30 years of industry and advisory experience supporting change initiatives from shop-floor to boardroom across Europe in organisations such as SMITHS, Bombardier, GEA, CNH, Aryzta, Yorkshire Water, AIRBUS and GKN. He has studied extensively to establish a deep understanding of the psychology and neuroscience required to affect a continuous improvement culture, culminating in models he has introduced to a range of organisations, affecting practical change. Results include reversing significant profit-drop and 'turnaround to profit', from loss making positions. The Dux Method, is the advanced approach to Leadership and organisational performance improvement he evolved over a 30 year career. Influence came from East and West manufacturing history, the evolution of Leadership 'best-practice', Eastern and Western philosophy, and psychology, ahead of the inclusion of the latest advances in neuroscience. This ‘neuroscience of change’ approach is now being introduced to a broad client base, at scale via this online course. An example of a global organisation whose transformation team have integrated the #BTFA model into every step of their change programme, with the support of their Global VP of transformation, ('ex Philips BV', Philip Holt), is GKN Aerospace. In recent years, David has presented his ideas and models to the AME (Association of Manufacturing Excellence), The World Manufacturing Forum and sits on the advisory board to two innovative leadership development projects, one focused on the use of advanced technology and the other focused on transformational leadership in the legal arena.

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