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Change Focus delivers on a diverse range of organisational challenges, with client projects focusing on all levels within an organisation and across many different industries. Every project is different and unique. Our aim is to design a customised solution for each organisation to ensure alignment and success. Projects typically draw on many of our service areas.

Sample client projects listed by service type:

Psychological Survey
Insightful assessment for individuals and organisations

Professional Facilitation 
Making people interactions work

Team Systems
Building high performance teams

Change Dynamics
Designing and implementing organisational development and change

Profile of Typical Projects

Action learning and reflective practices
A public sector organisation providing dispute resolution services wanted to support its front line staff to debrief and learn from traumatic conflict management experiences. Change Focus employed an Action Learning methodology to design and conduct a series of workshops to educate and build reflective practices into the work practices of frontline teams. Using Emotional Intelligence as the vehicle for understanding their responses to conflict situations, participants were facilitated to draw upon their own experiences to design more effective conflict management practices. Procedures and training in the use of team reflection to conduct debriefing and encourage continuous improvement to practices were also built into the program. These resulted in real improvements in how conflict was managed and debriefed by staff. [^]

Advanced human attribute assessment
A large national transport organisation recognised that its professional drivers had a big impact on transport safety and efficiency. To determine driver potential, leading-edge computerised psychometric testing equipment was implemented to assess their psychomotor ability, concentration, stress resilience, perceptual abilities, and cognitive capacity. The organisation can now confidently determine trainability and the future performance of drivers to better ensure transport safety and efficiency. [^]

Alliance Development
Change Focus consultants have developed various programs and collectively worked with a significant number of alliances across major infrastructure projects within the rail, road, ports, marine, dams, water treatment, gas and construction industries. Our design and delivery of high performance developmental programs
is strategic and achieves outcomes targeted at individual, team and whole-of-project levels, with the ultimate aim of accelerating the development of a high performance organisation, between disperate organisations and disciplines. Powerful interventions at each stage of the project ensure effective alliance behaviour and team performance, leadership and organisational culture alignment throughout the project delivery. During the life of the alliance, the program will continue to drive performance including monitoring ongoing alliance health and addressing developmental issues and threats as they arise. All of these projects have met KPI's, and achieved outstanding results for timeframe, VFM and financials. [^]

Bid Team Preparation
A consortium of international and national design and construction operators require team and leader development in preparation to undertake the selection process for a major infrastructure project. Change Focus designed a program specifically to develop leadership capabilities to foster collaborative relationships, build and manage teamwork and inspire and motivate others. With further team development, rapid relationship building, role clarity and compelling team goals were also established. Through team member profiling, feedback, coaching and practice sessions, all members effectively demonstrated high levels of collaboration, cohesion, team maturity and readiness. Feedback from the client was that, this newly formed 5 day old team looked competent, credible and as though they had worked together for years. They were successful in securing the contract for this multi hundred million dollar project. [^]

Building connections and capability
A medium sized service company needed to break down divisional barriers and build leadership capability among its middle management. Change Focus designed a leadership program aimed at creating high-quality cross-divisional connections amongst managers, while simultaneously building leadership competencies. The intervention involved coaching internal experts to deliver training in order to leverage off the unique culture and capacity of the organisation and its people. Action learning methods provided advanced developmental opportunities for middle managers. The program built a new understanding amongst managers across divisions and was seen as highly credible and practical. [^]

Building patron sport and recreation experience
A sports and recreation facility wanted to increase the level of customer service and experience for patrons who used the facility for health, fitness, and athletic conditioning. Detailed service quality features for heighted patron experience were distilled from staff and managers using group facilitation. An observational analysis was conducted of reception staff, gym instructors, aerobics class instructors, and sports physicans during parton interactions. Results were feed back to management and staff, which led to increased awareness of service and patron experience drivers. Heighted levels of customer service and patron experience resulted in market leadership within the industry. [^]

Customer Service productivity, responsiveness, and stress reduction
A call centre wanted to improve productivity whilst maintaining a friendly customer service and reducing staff burnout. Profiling was conducted to identify the attributes that most distinguished high consistent performers from low consistent performers. The current and desired culture of the call centre was evaluated to determine person-job fit and person-culture fit requirements, and any enabling or disabling factors that might impinge on consistent staff performance. An integrated model of productivity, service orientation, and staff resilence was put in place. [^]

Capability profiling
A major public utility needed to enhance its workforce capability to prepare for future technological and competitive changes. Using a capability assessment methodology, Change Focus engaged over 900 staff to profile positions and identify human attributes required for high performance in each role. Statistical analysis identified relationships between jobs in order to specify job clusters, contributing towards succession planning and career path development. [^]

Commitment to delivering on strategy
The management team of a burgeoning direct marketing firm of 100 staff needed to undertake strategic planning. Senior management and board members were involved in an exploratory vision setting experience that produced concrete financial and market-based objectives, and operational plans to achieve them. Using an Emergent Strategy methodology, the key stakeholders identified the corporate values, challenges and opportunities, and strategic objectives that comprised their preferred future. As a result the managers were able to collaboratively develop operational plans to meet their strategic objectives and to accept mutual responsibility for implementing them. [^]

Employee alignment to strategy
A rapidly growing engineering firm realised that to continue its expansion it would require staff to be more attuned and committed to its strategic goals and plans. Change Focus conceived a multi-point intervention that included: leveraging off cultural drivers, resourcing the strengths and credibility of peak performers, and using a participative business planning process. Staff came to a new understanding of the strategic intent of the business and increased their success in deploying initiatives generated for the firmís business plan. [^]

Executive team interaction
The top executive of a mining company wanted to build relations and performance focus within his senior management team in order to better meet the challenge of their increasingly competitive market. Change Focus conducted 360-degree leadership assessment and feedback with each manager, and created a process for exploring leadership development needs and goals within the team. The program significantly improved communication between the companyís top executive and team members, while focusing attention on the performance and professional development of individuals. [^]

High performance teams
A government department needed help to improve its ability to use team structures. Change Focus supported senior managers in establishing a high performance team strategy and incremental roll-out plan. The program commenced by educating managers on the foundation practices for high performance in teams. It then explored processes for extending performance by investigating high performance cycles. The program built capacity at the senior management level to produce adaptive, self-organising teams. [^]

High speed teaming
A national construction firm required new project teams to be activated immediately upon arriving at construction sites, significantly boosting efficiency. Change Focus used the Viable Systems Model to diagnose the systemic risk points in the firmís team structures. Team processes were developed to make workflow interdependencies more effective. Leadership practices were redesigned to focus on team identity, inter-team relations and performance. The intervention produced a team methodology that increased the speed of team development, and reduced team conflict in the formative stages of construction projects. [^]

Increasing autonomy while managing risk
The two principals of a small but extremely successful property development firm wanted to improve the effectiveness of their management team. Their aim was to manage risk and increase accountability while not compromising the entrepreneurial activities of staff. Using a systems model, key leverage points were identified for managing risk and maintaining staff autonomy. Management roles and accountabilities were formalised, while building project management systems to enure staff autonomy. The intervention allowed the principals to pull back from the day to day business, safe in the knowledge that their management systems were safeguarding their firmís success. [^]

Innovative application - Reframing workplace bullying
An entertainment organisation wanted to offer a fresh approach to workplace bullying. An existing program provided information on the regulatory requirements and consequences of non-compliance. However, employees found the content overly legalistic, with its focus on inappropriate behaviours. Change Focus also identified that the training was at odds with the co-operative, team spirited, and prosocial culture of the organisation. Change Focus worked closely with the organisationís Human Resources unit to develop a more interactive experience for employees and align the program to its supportive culture. A new self-report inventory was designed from a review of bullying and behaviour management literatures. Workshop processes were developed to explore workplace bullying from a systemic perspective and reframe the phenomena from negative behaviour that needs to be eradicated to an opportunity to gain self-understanding and to build high-quality connections in the workplace. [^]

Innovative thinking culture
A construction firm wanted to improve its competitive edge by building a creative thinking culture. Change Focus tackled this challenge on three fronts. Firstly, by reinforcing the innovative thinking culture that already existed within the organisation. Secondly, by creating a communication campaign with the marketing unit to educate staff on the practice of creative thinking. Thirdly, by using situated learning to build creative thinking into the work practices of project managers and their teams. The project increased the profile of the organisation as a creative company and resulted in teamwork practices that produced increasingly creative and commercially effective outcomes. [^]

Insights into organisational dynamics
A gaming organisation needed to improve its competitive capability. Change Focus created and validated a customised organisational climate survey, using multi-causal modelling and statistical analysis, to identify leverage points for culture change and performance enhancement. By using organisational development principles to engage employees in the interpretation of results, significant levels of staff commitment to improvement actions resulted. [^]

Integrated service provision
A State Government required increased support and services to be provided to regional communities across the state. A whole of service concept was tabled for implementation. Through extensive consultation with 18 departments, Change Focus co-ordinated, and facilitated the evaluation of, the integrated service model and training program. The workforce developed the necessary knowleldge and skills with which to provide a comprehensive whole of government service. A strong support network was formed across the state. New levels of service integration and provision were created for regional areas. [^]

Management team effectiveness
The CEO and board of directors of a firm with a young management team wanted to increase management team collaboration with a focus on improving organisational performance. The management team was involved in diagnosing their firmís current and desired organisational cultures, and in identifying the changes required to make the transition. The process significantly built relations and collaboration within the management team itself, and subsequently prompted them to request that Change Focus be involved in their team meetings, providing facilitation and feedback with regard to the effectiveness of their interactions. [^]

Organisational drivers for behavioural change
A rail transport organisation needed to understand the dynamics that underpin compliance with state-wide safety procedures. Given a deeply embedded organisational culture, Change Focus adopted an especially grounded research approach. During the intervention safety experts were facilitated to draw conclusions from safety statistics, a thematic analysis evaluated safety training content, an observational study assessed training delivery, and structural equation modelling resulted in identification of safety climate drivers. Recommendations were implemented, with resultant higher levels of compliance and reduced safety risks. [^]

Participative diagnosis and change
An environmentally-sensitive mining organisation sought to address disruptive differences between two of its divisions. Using Stream Analysis to uncover the root causes and participative methods to build relations and commitment, representatives from the two divisions learnt to work collaboratively, despite the the hierarchical chain of command and power structure. Representatives gained a deeper understanding of the core issues. Action plans were developed in ad-hoc project teams and reviewed by the employees of the two divisions, with subsequent high levels of agreement and satisfaction with their achievements. [^]

Performance-oriented teams
Management of a number of divisions within a large public sector organisation recognised the need to improve the performance of their senior management teams. Change Focus designed a series of customised workshops, tailored to the different needs of each division, targeting clearer management team objectives, team roles and improved relations between members. The workshops involved the exploration of personal style differences impacting on team performance, establishment of a clear and agreed team charter, and creation of shared responsibilities between team members for the key outputs of the team. The program led to key performance indicators being assigned to team members, improved clarity about their role in the larger organisation, and increased openness between team members. [^]

Psychological testing that improves the bottom line
Key producers within the mining industry recognised that the substantial variations in productivity rates of mining machinery operators was costing millions in lost production revenue. In partnership with an industry training group, Change Focus designed and implemented a research project to evaluate the effectiveness of ability testing during the recruitment process of new machinery operators. A large number of mines were involved in the project, which tested 250 employees to identify the links between operator co-ordination abilities and productivity. The use of multivariate statistics Ė including structural equation modelling Ė produced specific and quantifiable conclusions showing how mining companies could substantially improve their operator productivity rates through more effective selection and training practices. [^]

Reflective leadership program
A public sector organisation wanted to build the capacity of its leaders to manage organisational change in preparation for increasing competitiveness. Change Focus provided a reflective leadership program for senior managers, which included comprehensive assessment of personality, executive derailers, values, critical thinking aptitude, and capacity for transformational leadership. Multivariate statistical analysis uncovered key relationships between leadership profiles and organisational outcomes, which helped the organisation plan its transition towards a high performance culture. [^]

Strategic action research
Senior operations managers from a large manufacturing firm were under pressure from the firmís parent company to become more strategic and customer-oriented. Taking an educational and action research approach, Change Focus facilitated the managers to develop a deeper understanding of group dynamics, reflective thinking, problem solving heuristics, and business planning. The process produced a high performing management team, which went on to resource itself to develop a new customer-oriented business plan for the manufacturing plant. [^]

Strategic organisation-wide survey
A state-wide transport firm needed to gain a deeper insight into the safety attitudes of staff, to better target its already world-class safety systems. Change Focus trained 50 staff from around the state to engage employees to discuss workplace safety and complete a comprehensive safety attitude survey. Nearly 4500 staff members were recruited to complete the survey, the highest response rate of any survey the company had conducted in their 100 years of operation. The results were analysed by using advanced statistics, providing a comprehensive picture of the impact of safety practices on staff attitudes. The findings identified a number of critical areas, which the firm subsequently acted on to improve their safety system. [^]

Teams in deep conflict
A 12-member internal support team within a financial institution had been experiencing tension and conflict for several years. Negative spillover effects were reducing the productivity of other groups. It was decided that a group intervention was not possible given the level of social toxicity within the team. Confidential interviews were conducted with each team member to provide socio-emotional support, surface the real issues, and build preparedness for future team restoration. Large differences in team member beliefs about the issues and each other were uncovered. To avoid further productivity loss, the group was redesigned, divided into two, and each team redeveloped successfully. [^]

Unleashing potential
A division within a transport organisation needed to build partnerships with its staff to implement changes for increasing competitiveness. Using a participative change methodology, Change Focus reviewed the divisionís structure, roles and responsibilities. The process involved facilitating negotiations with multiple unions, management and staff to identify needs, build trust, and reach agreement as to the required changes. Nationally benchmarked competencies applicable to the entire workforce were produced with full support and agreement from previously antagonistic stakeholders. [^]































Culture matters! An organisation's culture "The way things are done around here" - has a profound effect on the attitudes and behaviour of its employees, and importantly, shows a strong link with its performance independent of strategy and competition.


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