Capacity and Capability
CAPACITY The extent to which an organisation or business is able to consistently respond to the nature and volume of demand with quality outputs. If they are going to produce the results they want, organisations and businesses need to invest thought, effort and time into building capacity, putting in place the conditions for success.
We particularly like this diagram from EFQM (European Foundation for Quality Management) which describes what a high-performing organisation or business is doing. Adapted for context, these fundamental characteristics would be applicable in any organisation or business, regardless of size, type, sector, country or culture. Given the many constraints organisations and businesses have to deal with, especially in developing countries, high-performance may seem like an impossible dream, but almost every organisation and business has some capacity. Even if capacity is low or indeed hidden, there is almost always something to build on.
We help organisations and businesses to describe realistically where they are now, then take steps to overcome obstacles and put in place the conditions for achieving the results they want. CAPABILITY What it takes to get the job done well. Capability is a critical component of capacity. We help organisations and businesses to have what it takes to get the job done well, for example:
|
VALUE-BASED PLANNING AND IMPLEMENTATION MODEL
We use this easy to follow model to help public sector clients to achieve results by applying a consistent logic to the development of strategic plans, change programmes, and projects. It links neatly with National Sustainable Developments Plans and reflects the new planning frameworks being introduced in the public services of many Pacific island countries.
|
TRAINING AND COACHING METHODOLOGIES
We’re definitely not chalk and talk trainers. We don’t lecture people, or overwhelm them with PowerPoint presentations, management jargon or development speak.
Our workshops are highly interactive, challenging, productive and enjoyable events using the principles of well-established, practical learning methdologies. We engage people, share knowledge and skills with them, and encourage them to explore their behaviours. After workshops, participants can apply what they have learned, to do things differently, do different things, and get better results. We also apply these learning methodologies when coaching leaders and senior managers, teams and business owners. Our workshop and coaching style is based on learning methodologies and models that are focused on behaviour that leads to performance change, rather than simply the acquisition of knowledge or skills in a theoretical way. These include Kolb’s Learning Cycle, Belbin’s team theory, and Emotional Intelligence (EQ) and Stephen Covey’s 7 Habits. |
Kolb's Learning Cycle
The concept of experiential learning was developed by David Kolb in 1974 and prompted a re-evaluation of teaching and learning techniques particularly in organisations and businesses. In a nutshell, experiential learning is learning from experience in a cyclical process of observing and reflecting, thinking and conceptualising, experimenting and reflecting, and doing the real thing.
|
Originally developed by Dr Meredith Belbin, the Belbin 9 Team Roles are the result of many years of academic research into how the behaviours people display at work, in relation to each other, affects the results they produce. Belbin is now used in thousands of organisations and businesses around the world.
Belbin Team Role analysis is a powerful way to unlock potential, in individuals and in teams. Based on a simple questionnaire which is usually conducted online, Belbin reports identify the behavioural strengths and possible weaknesses of individuals and teams at work, in a non-threatening, non-judgemental way. |
Belbin has multiple applications and we use Belbin as a tool when advising, training or coaching on:
We are both Accredited Belbin practitioners and Breadfruit is licensed to conduct Belbin assessments. For more about Belbin see here |
Emotional Intelligence
(EQ - Emotional Quotient)
Vertical Divider
Emotional Intelligence - EQ - is a relatively recent behavioural model, rising to prominence with Daniel Goleman's 1995 Book called 'Emotional Intelligence'. Emotional Intelligence is increasingly relevant to organizational development and developing people, because the EQ principles provide a new way to understand and assess people's behaviours, management styles, attitudes, interpersonal skills, and potential.
Emotional Intelligence is an important consideration in human resources planning, job profiling, recruitment interviewing and selection, management development, customer relations and customer service, and more. |
Vertical Divider
Emotional Intelligence links strongly with concepts of love and spirituality: bringing compassion and humanity to work, and also to 'Multiple Intelligence' theory which illustrates and measures the range of capabilities people possess, and the fact that everybody has a value.
Success requires more than IQ (Intelligence Quotient), which has tended to be the traditional measure of intelligence, ignoring essential behavioural and character elements. Despite possessing a high IQ rating, success does not automatically follow. The essential premise of EQ is that to be successful requires the effective awareness, control and management of one's own emotions, and those of other people. |
EQ embraces two aspects of intelligence:
Goleman identified the five 'domains' of EQ as:
There is a strong thread of EQ running through Stephen Covey's 7 Habits. |
Stephen Covey's 7 Habits
Vertical Divider
Dr Stephen Covey (1932-2012) was and remains a hugely influential management guru. Covey's most famous book, The Seven Habits of Highly Effective People, became a blueprint for personal development when it was published in 1990.
The 'Seven Habits' are a remarkable set of inspirational and aspirational standards for anyone who seeks to live a full, purposeful and good life. Covey’s values are full of integrity and humanity, contrasting with the authority-drive styles of leadership and management that characterise many large organisations and the corporate world. The habits are applicable today more than ever, at work, and in life beyond business and work. |
Habit 1 - Be proactive®
Habit 2 - Begin with the end in mind® Habit 3 - Put first things first® Habit 4 - Think win-win® Habit 5 - Seek first to understand and then to be understood® Habit 6 - Synergize® Habit 7 - Sharpen the saw® |
With thanks to www.businessballs.com for some of the text on this page