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The following are available for reference, use and distribution on the basis that Harrison International Ltd is acknowledged as the source: ArticlesOrganisational Effectiveness
Leadership requires vision and clarity and an ability to move people so they are with you at the end. As leaders we work within organisations and with individuals. There are four aspects that need to be functioning effectively and aligned for optimum effectiveness within both organisations and individuals. Examples are provided of how the model applies to organisations and individuals and how it may enable better results.
The process followed in solving problems and reaching decisions is influenced by personality factors and the process we follow. This article introduces how to make these less problematic, suggesting some areas that need to be considered in establishing such processes.
A straightforward process for selecting and managing projects in alignment with organisational strategy is introduced. Key ingredients are preliminary assessment, business case, selection, implementation, monitoring and evaluation
As with individuals, organisations also have consciousness. Frustration is a key to unlocking and establishing new and more effective approaches, as long as we recognise it as an opportunity. A way of making such adjustments is described.
Introduces a model that identifies process and context for creating an effective organisation.
Strategic corporate communication focussing on reputation management can be a powerful competitive tool in your business today. It can function as a means of differentiating your company from its competitors, increase staff morale, improve purchasing ability, increase market flexibility and access to market capital. This article outlines how to identify your key stakeholders, the key attributes of an effective communication programme and how to manage your company’s reputation.
Excellence is spoken of as the desired outcome for individuals and organisations, but rarely seen in action. Fear and pain associated with change and being seen to be different are drivers for mediocrity. This article explores excellence and hurdles that must be overcome to be outstanding.
The CJO is responsible for keeping the organisation honest, for stating what typically goes unsaid, and calls people on their intentions Project Management Effectiveness
Where innovative responses to crises are the norm within an organisation, the discipline of project management can seem overwhelmingly burdensome. This article explores the issues that exist and what is required to make the transition from a “she'll be right” culture to one seeking consistent success by establishing and following best practices.
Risk management is a capability organisations can develop which enables them to better respond to the unexpected. This article discusses an approach to developing that capability. It covers why it might be considered organisationally important, what is required for the capability to take root and be successfully achieved, and some of the specific considerations of how to strengthen process, increase uptake by staff, and shift culture of the organisation for the capability to be embedded.
Stephen Harrison answers questions posed to him by an professional magazine regarding how to establish and mature project management capability within an organisation.
The difference between projects and processes are discussed, and the manner in which each works with the other to create results within organisations.
Risk management is a capability organisations can develop which enables them to better respond to the unexpected. This article discusses an approach to developing that capability. It covers why it might be considered organisationally important, what is required for the capability to take root and be successfully achieved, and some of the specific considerations of how to strengthen process, increase uptake by staff, and shift culture of the organisation for the capability to be embedded.
Provides a brief explanation of how to write a risk event description, and why. Back to TopIndividual and Leadership Effectiveness
As a leader you often have the opportunity and responsibility to change your organisation to create a more effective working environment. As part of that change process, consider your own contribution to the environment, and what of your own behaviours may require change.
As children we learn patterns of behaviour from our caregivers. In releasing the patterns we become free to be more fully our Selves. This article offers some examples of how to free ourselves from our own patterning.
Fog represents the chaos and confusion that life presents to us in many forms. It is natural and expected, and always offers an opportunity for growth. In this article, Stephen explores fog as it applied to organisations, projects and individuals, and mechanisms available for managing our process through it and the results we obtain.
Much discussion arises around whether the head or the heart should rule us. Each has strengths and weakness. I propose learning to build on the strengths of both and developing a balanced approach that relies on both contributors.
This article promotes the idea that leadership requires mastery of self. We must confront ourselves, who we are, and make decisions that enable us to stand out with distinction. As we master ourselves we offer increasingly powerful reason for others to follow us. To get there we must overcome our weaknesses, fears, doubts and limiting beliefs that erode our clarity.
Goals are deliberate decisions to pursue and create specific outcomes for individuals, teams and organisations. Effectively establishing goals requires understanding of the components of goals and their requirement for creating and managing change. This article discusses the role of values, change and the influence of pleasure and pain as we plan for and create results. It offers suggestions on how to set ourselves up for success.
As we settle into our personal and professional lives we tend to grow comfortable with what we know, and increasingly reliant on our existing set of skills and behaviours. Expanding into a new way of being requires us to engage with the chaos of new approaches, be exposed to our learning edge, and have the courage to be vulnerable.
Do you engage in life and take the risks necessary to achieve the results you seek? This article outlines some barriers that prevent us taking action and provides suggestions on how we might overcome those self-erected obstacles.
Four survival archetypes have a powerful influence on us. Each has its power and its shadow side. By developing awareness of these archetypes, how they affect us, and then making conscious choice about how we choose to work with or under them we can strengthen the personal power we can manifest.
Responsibility is explored as a key to personal power. The energy draining effects of irresponsibility and its tightly-bound associate, resentment, are highlighted. Ways of taking charge of life, owning outcomes, and freeing ourselves of limitations based on irresponsibility are explored. Ideas are shared on how to apply these principles in the work environment so that we can empower others so they succeed and own their results.
Explores the difference between aggression and assertiveness, how to recognise each, and develop the latter.
Communicating with others is rife with pitfalls, misunderstanding and potentially hurtful outcomes. Here are some strategies for handling hurtful communication and creating a more positive outcome.
Presence requires us to be in the here and now physically, emotionally, mentally and spiritually, and in such a state we have greater access to our personal power. This article provides some examples and methods of becoming more present and more powerful.
Presence requires us to be in the here and now physically, emotionally, mentally and spiritually, and in such a state we have greater access to our personal power. This article provides some examples and methods of becoming more present and more powerful.
There is a new dance to learn with each relationship but there are some basic moves that enable dance to get started, four of which are explored in this article. Conference Papers
Every endeavour we pursue necessarily involves change, and change stirs up fog, any chaos or confusion (loss of clarity) we face, whether in performing a project, pursuing personal or organisational goals, or as we seek to develop an effective team. To be effective in managing projects we need to effectively manage our response to fog, and also recognise, respond to and manage the impact of fog on stakeholders and their reaction to it. PMP® Preparation Study AidsThese aids are supplementary to the study guide available through Harrison International Ltd:
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