1. WORKPLACE CONFLICT RESOLUTION. Whether it is a conflict between two parties, a grievance, or a situation involving a large team or complex multi-party conflict, we can effectively intervene to resolve issues and move the situation forward to improved performance. We bring to bear our many years of conflict consultation experience, skills and “relational tools” (including mediation) as workplace psychologists. Our processes aim to: (a) get the situation “unstuck”; (b) move the parties into improved professional workplace relationships with one another; and (c) equip all parties and managers with an enhanced skill set for managing future differences in the workplace.

2. TEAM IMPROVEMENT. We have experience in working with both operational teams as well as management-level teams. We can properly assess a situation and then work with the team to establish internal alignment and clear direction in order to optimise team functioning and performance. We have the tools to address any “barriers” (hidden or otherwise) within the team and are impeding forward progress.

3. INDIVIDUAL COACHING. This is in relation to both executive coaching for managers and individual coaching for key personnel in relation to a variety of issues. It has been our experience that the most common reason for an organisation to provide coaching services for a manager or key personnel is in regards to improving that individual’s self awareness and interpersonal abilities in the workplace. In many of these cases, confidentiality may be limited because of a need to provide feedback to management and/or Human Resources.

4. COMPLEX REHABILITATION. Workplace rehabilitation can involve complexities such as entrenched viewpoints, workplace conflict or other barriers which cause the rehabilitation process to stall and even become “stuck.” Whether the goal is to return the staff member to the previous work role, and/or to consider alternative options, these difficult complexities generally must be dealt with first. We have significant experience in assisting organisations address these matters so that the rehabilitation process can proceed towards completion.

5. CHANGE MANAGEMENT. Organisations may require assistance in relation to their change processes in the following ways: (a) to assist personnel to “debrief and prepare” prior to a change process; (b) to help teams function optimally during the process; (c) to assist and advise managers in leading and managing the “people side” of the process; and (d) in the case of “un-integrated change,” to help staff members and work units accept and work in accordance with earlier organisational change.

6. LEADERSHIP DEVELOPMENT. A good leadership development program should maintain its direction towards sustained and measurable leadership performance and not get “sidetracked” into tools and methodology. While we have a number of “tools” at our disposal (360 instruments, personality profiles, leadership training, executive coaching), we don’t lose sight of this primary objective. If required, we work inter-personally between leaders (and within senior management teams) in order to achieve optimal leadership alignment and performance.

Copyright (c) – Summit Professional Group – Dr David Hall, Principal & Consulting Psychologist– 2006