The shared purpose of NHS Change Day was to harness the creativity, innovation and energy of 1.5 million people who work for and with the NHS by mobilising a grass roots movement of people.
At the centre of innovation are people in all their forms; however, much of the references to people being at the heart of our organisations pay lip-service to what it truly means to realise a people-
How we improved the productivity of knowledge and interaction workers by 10-15% through the introduction of a collaborative process & knowledge management solution.
Across my work life, I often find myself in a situation of managing a fairly young team and trying to draw my team out and getting them to step forward to lead.
Our relationship with others is often determined by boundaries found in virtually all organizations: demographic, geographic, horizontal, vertical or stakeholder.
We have been educated for stability – and we continue to train people to be effective in known territories – but the current competitive environment is unstable.
I've been facilitating groups of 18 people from roughly a half dozen countries who meet for 3 separate weeks over a 6 month period. Each time we meet on a different continent.
In an era of federally mandated school turnarounds, Cristo Rey Boston High School is an example of a self-directed improvement plan in which a principal and a core group of teachers were empowered to
