This programme is designed to provide personal experiences that one requires to develop effective interpersonal skills. The focus of the programmes and activities here is on helping individuals increase their self-awareness (why they do what they do), skills in initiating, developing and maintaining effective and fulfilling relationships with self and others through personal awareness and grow. It deals with human motivation, autonomous and controlled behaviour, and exploring personal motivational processes. A few of the several programmes conducted under this heading include:
Teams are small groups of interdependent individuals who share responsibility for outcomes for their organizations. George Bernard Shaw told, “Some men see things as they are and say ‘why?’ I dream of things that never were and say ‘why not?’” And I am adding a preface to this quotation: “Most men see things as they were and are complacent.” To truly profit from new employees, companies must transform and create a climate conducive to creative criticism and ideation. A few of the several programmes conducted under this heading include:
This is a whole systems approach that takes the entire organisation into consideration in the understanding that organisation is a chain connected with links. If one link cuts, the entire chain is cut and cannot function effectively.
The various approaches we employ to look at the organisation as a whole include but not restricted to the following:
Emotional Intelligence is the ability to recognize and name feelings. Emotional competence is the ability to make informed choices in the use of emotions. To mature and to be congruent in the company of others, we each have to connect with our inner selves and our uniqueness.
Defining the work we do, the values we hold, and the principles that guide us are part of the experience of being a life-long learner. Explore concepts and ways of living that enable people to be more intentional, effective, and joyful in choosing how to lead their lives. Promote self-knowledge, self-empowerment, self-exploration, self-challenge, and interpersonal exploration. Examine the important connection between influencing others effectively, self-awareness, and being one's essential self, learn to better understand why people interfere with, or sabotage, their own attempts to relate to others; release strengths and untapped potential; see themselves more realistically in relation to others; improve their sense of self-worth; and assess their value orientation to understand how it affects their choices and relationships with others
Unlike the rest of the animal world, where ‘fight’ and “flight” is the only known responses, the evolved Homo sapiens have the unique quality of demonstrating verbal fluency. Effective communication, interpersonal skills and presentation of self/ideas hold the key to business success in today’s world. Competence and effectiveness are based on ability to communicate.
The greatest discovery of my generation is that human beings can alter their lives by altering their attitudes of mind. William James “knowledge and skills" have to be complemented by "beliefs and attitudes." Angry people, frustrated teammates, conflicting priorities, unforeseen problems and behind-the-scene resistance are typical daily challenges. Save organisational and people’s energy through effective interpersonal relationship and attitude management.
The most obvious kind of team that everyone knows about is a sports team. Every team member is on the same side trying to beat the opposition. Yes, there may be personality quirks and differences, but the whole truly is greater than the sum of its parts. Understand how this is possible in team work.
As change accelerates, novelty and uncertainty also accelerate. Future threats and opportunities become harder to predict. Increasingly complexity and interconnectivity of the world, require quality attention to internal and external customers, strategic allies, and other stakeholders. The business world today needs more leaders than managers.
To live with unsolved conflicts takes energy and may cause people to feel burdened and divided. It is important not to shut one's eyes to conflict. Use the WIN/WIN approach to reserve conflict and produce team synergy.
The vitality and performance of a team can be greatly enhanced if team members learn to embrace what they most want to avoid—the evolving emotions generated within and between teams as they think and feel together. As our diverse values, beliefs, and opinions rub up against each other in teamwork, we need to learn to tolerate the frustration of uncertainty and ambiguity, embrace our differences, to talk through issues without avoiding feelings, fearing conflict, laying blame, taking sides and hiding our very meaning. But we need new skills to help us work with the 'touchy-feely', the 'soft skills' that are really the hard skills driving the team's real world performance. Marlene Rodenbaugh
George Bernard Shaw told, “Some men see things as they are and say ‘why?’ I dream of things that never were and say ‘why not?’” And I am adding a preface to this quotation: “Most men see things as they were and are complacent.” To truly profit from new employees, companies must transform and create a climate conducive to creative criticism and ideation.
A planned process of change in the culture of an organisation. A system’s approach to change in organisational processes designed to solve problems and focused primarily on human and social relationships.
Disregard those who say, ‘It’s been done before’ or ‘it can’t be done!’ All the more reason to do it again and do it better, conditions change. Plan change and be satisfied.
“organisations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together”. (Peter Senge) an organisation that facilitates the learning of all its members and continuously transforms itself”.
Groups often develop their identity through comparing and differentiating themselves from other groups. The boundaries between a group and other groups represent a fertile void for the displacement of the shadow onto another group. With awareness of shadow dynamics, a group becomes more capable of defining boundaries between what is inside the group and what is outside the group.
Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure. It is our light, not our darkness, that most frightens us. We ask ourselves, "Who am I to be brilliant, gorgeous, talented, and fabulous?" Actually, who are you not to be?” Marianne Williamson Denial of the role of relationships in the executive's success preserves the self-enhancing illusion that we are masters of our own fates and, therefore, deserving of all the credit for our successes.
- Future Search - Open Space Technology - Appreciative Inquiry
Mohan Kumar Head Customer Delivery - Finacle, South Asia at Infosys
It is indeed a rare privilege that Zeb is giving me to write a recommendation. I consider Zeb as my friend, philosopher and guide. The first session with him in Human Process Lab was an excellent experience for me that set me out on self transformation. I was amazed at his incisive and accurate analysis of people. His willingness to partner with his participants in their transformation journey, his humility and an excellent sense of humor makes every interaction a great joy. I am quite lucky to be counted among his friends, for I draw a lot of inspiration from him.