Initial meeting with an organisation will identify the main outcomes required. Any time frame and budget can usually accommodated; the basic workshop structure comprises the following and is expanded and adjusted to meet the needs of the organisation and the participants attending.
3 hours with a 15-minute break in the middle
This workshop can help teams work better together, break through blocks, breakdown destructive hierarchies, it is always a lot of fun so also helps forge a better team atmosphere and a more positive work ethic. Though valid in on their own, these are good workshops to repeat every month or each quarter. The skills presented here take a while to fully assimilate, the first workshop plants the seed and each subsequent workshop waters and fertilizes.
6 hours broken into 3 hour segments with 15 minute breaks in each segment and lunch in-between
1st hour and a half is spent learning spontaneity, blocking and acceptance, and accept and build skills
The remainder of the first session deals with group dynamics
Lunch
In the afternoon free association and reincorporation gets ideas out – the generation of ideas and then the second half of the afternoon deals with archetypes, motivations and weaknesses.
This workshop’s outcomes are similar to the half-day workshop’s, but as well as being fun, informative and useful, you are able to go into much more detail with the group dynamic work, focusing in on status transactions and two person dynamics.
Team building- (Waitrose, Granada Television)
Managing and achieving organisational change and corporate culture (Added Value)
Leadership skills – alternate forms of leadership, moving beyond hierachical structures (London Police- Accounting division, Velindre NHS Trust)
Breaking patterns in problem solving (Waitrose, Added Value)
Creating new patterns in problem solving (Waitrose, Added Value)
Innovation (Added Value)
New product development reinvigorating existing brands and products (Added Value)
Breaking entrenched mindsets (Added Value)
Product innovation through dialogue – idea combination, freedom from cliché (Added Value)
Breaking artistic blocks – pattern breaking for artists – (Slough Borough Council)
Overcoming despondency and re-engagement (Lambeth Mental Health Authority)
Clearing entrenched positions through dialogue (Unison)
Self worth (Lambeth Mental Health Authority)
Communication Skills – (National Council for Voluntary Org - NCVO)
Learning through play, growth through story (Hastings Stage School, SOLT Youth Workshops, various schools)
Mental nimbleness (Hastings, SOLT Youth Workshops, various schools)
Self-confidence (Hastings, Poole, SOLT Youth Workshops, various schools)
Strengthening of will through skill development (Kids week, Hastings, SOLT Youth Workshops, various schools)
Dialogue vs debate (London Police Accounting division)
Minimising hierarchies (Waitrose)
Diffusing conflict through play (Waitrose)
Group idea development (Waitrose, London Police Accounting division)
Building in failure, failure leading to the great idea (Added Value)
Listening, hearing the whole offer, celebrating colleague’s work and ideas (Slough)
While working with Added Value I worked on many projects with a variety of clients like Cadbury Trebor Basset, Abbey National, Diaggio, the Prudential, Interbrew, Thomas Cook, SABMiller (Pilsner Urquell), Unilever, Heineken (Foster’s Ice), Interlogics, Barcardi, Shell