Archive for the ‘Learning and Facilitation’ category

Meteorological Motorbiking

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September 10th, 2019

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Try this. Stand up, relax your shoulders and take in a deep breath.  Hold it for a second and then let the air out slowly through loosely closed lips.  While doing that, hum a single continuous tone.  If you’re doing it right your lips should vibrate as the air passes between them.  This is a […]

Roffey Park Institute announces the appointment of a new Academic Operations Director

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July 16th, 2019

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Roffey Park Institute have appointed Dr Angus Cameron as its Academic Operations Director with responsibility for teaching, learning and research activities. With an extensive academic, creative teaching and research career in higher education his primary role will be to create innovative, engaging and challenging programmes relevant to a rapidly changing business environment. Roffey Park’s Chief […]

How to Become a Professional Facilitator

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July 16th, 2019

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“When I grow up I want to become a professional facilitator,” said no-one, ever. But once you get into the complicated world of the workplace, and begin to understand that the skills in helping organisations make decisions in complicated situations are crucially important, then it begins to look like a more attractive role. So – […]

Types of Organizational Development Interventions: Group facilitation

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July 12th, 2019

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If we understand organisations as patterns of interactions, then interactions within groups and the whole organisation is at the heart of OD. For the OD practitioner’s group work, ‘awareness’ and ‘intention’ are the ‘air we breathe’ whether working with large or small groups , and whatever the purpose. ‘Awareness’ of what’s happening for you, the […]

What is an Organisation Development Practitioner?

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May 16th, 2019

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And would you like to become one, or hire one for your organisation? Let’s start with the basics: do you know what an Organisation Development practitioner is? Back in 2015, Roffey Park’s Management Agenda survey investigated the main barriers to effective organisational development, and found the most common response was “managers don’t know what it […]