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Keith E Rice's Integrated SocioPsychology Blog & Pages

Aligning, integrating and applying the behavioural sciences

‘business’

2004

The Beginnings of ‘Integrated SocioPsychology’ Jan: Facilitated a session in Grimsby on ‘Learning & Change’ for Common Purpose South Humber as part of their ‘Profile’ programme. Commentary: The contact with Common Purpose South Humber was made via former Common Purpose in Hull director David Burnby who had been inspired through training with me in July 2001 to go freelance. David was much impressed with my training style and the Gravesian approach. In 2002 he had co-promoted the third delivery of An Introduction to Spiral Dynamics & Related Models of Neuro-Linguistic Programming and also sold an in-house version of the programme into Hull’s Preston Road New Deal for Communities project. Jan-April: Delivered ‘Understanding MeshWORKS’ for North Lincolnshire Council Community Investment Team members who had not been on the first tranche of training in late 2002. Commentary: Jenny Gavin-Allen saw the need for as many members of her team as possible to be exposed to the Gravesian approach, related models of NLP and Adizes LifeCycle if they were to use the models conceptually in both the design and delivery of their services and their development as a team. Feb: Delivered an interactive session entitled ‘Planning: The Business Blueprint’ for the Grimsby Europarc Innovation Circle.… Read More

2003

Change Engineer, Psychology Teacher! Jan: Kicked off the New Year with a Cobus  planning summit. Led by Steve Beevers, of course, the session also featured Steve’s wife, Susan Rose , a trainer and consultant in her own right, and Lloyd Thomas, another leading light from 21st Century Group days. Commentary: After something of a mixed year for Cobus (with minmal involvement from me), this was an attempt to reinvigorate the company. For much of the previous year, Steve had been distracted from his consultancy work by getting a new business, Cyclerax, off the ground. In truth, little real activity came out of the planning session and the more lucrative Cyclerax largely dominated Beevers’ thinking over the next few years. Jan: Started working with the Consortium for Learning Board on Phase 2 of their Business Plan. Jan: Asked to do Personal Therapy with ‘Jasmine’, a heroin ‘addict’ wanting to quit the drug. Commentary: I wouldn’t pretend for a second that I can *cure* heroin addiction but the therapy did make a real difference. (Jasmine’s case study can be viewed in the Services pages.) Feb-Mar: Facilitated the Alcrest Academy in developing a new Business Plan. Commentary: Alcrest boss Allan Wakefield was a director of the Consortium for Learning, had… Read More

2002

Humber MeshWORKS… Jan-Feb: Delivered Gravesian-centred staff training sessions for the Garths. Feb: Worked with Cathy Byrne on developing Spiral strategies to employ in her application to become headteacher of the new school being formed from the merger of the Danepark and Court Park primary schools in Hull. Commentary: A ‘graduate’ from the previous Summer’s SD-NLP open workshop programme, the remarkable story of Cathy’s management of the merger is told as a case study in The Parks in the Services pages. In some circles, there’s a lot of contention about the elitism so often associated with those who claim to think in 2nd Tier – especially TURQUOISE thinking. But I actually do think Cathy does think in TURQUOISE at times. Her fearlessness, her ability to see things clearly from multiple perspectives and to build towards the ‘Big Picture’ would fit with the little we know about this vMEME – and she’s often been way ahead of me in her ability to understand the complexity in a situation! Mar-April: In association with David Burnby & Associates, delivered in-house version of An Introduction to Spiral Dynamics & Related Models of Neuro-Linguistic Programming for the Senior Management Team of Hull’s Preston Road New Deal for… Read More

2001

Humberside MeshWORK… Jan: Carried out major piece of therapy, using Penny Parks’ Mistaken Belief Visualisation (1994) to facilitate the healthy development of vMEMES. Commentary: The story of ‘Susan’ is told in the Services Case Studies section. Jan: Returned to teaching part-time (as supply) – encouraged by teachers from St Mary’s College who felt it was important I had front-line classroom experience if I was to introduce the Gravesian approach and related Change Management methodologies into local Education. Commentary: I had quit teaching 22 years previously and never thought I would go back to it. However, with business not exactly flooding in and wanting to further my understanding of the Gravesian approach as applied in the classroom, it seemed like a good option…for the short term! (From the research angle, the result was A Downward Spiral… in the Education pages.) Jan-Feb: Assisted Afton Court Retirement Home (Bridlington) recruit a new manager. Jan-Feb: Facilitated strategic planning sessions with the Garths Board of Directors. Consequently asked to become a Director myself; agreed to become an ‘Expert Advisor’ to the Board on a voluntary basis. Commentary: I turned down directorship on the grounds of potential conflict of interest. (I wanted to sell my services to the Garths.)… Read More

2000

HemsMESH! Jan: Took the lead in organising ‘Business Marketplace’. A one-day business exhibition/networking event – the first of its kind in South-East Wakefield – it showcased the best of the newer businesses in the area. Hailed as a major success by both exhibitors and visitors. Commentary: Paradoxically, at the time of its greatest success in South-East Wakefield, the Business Link effectively began to pack its bags ready to leave SESKU. By the time the doors closed at the Business Marketplace, the decision had already been taken that the project would terminate with the ending of the present funding. When HemsMESH hit its stride in the Spring, the SESKU & Hemsworth Business News had already ceased publication and Business Link’s part-time office in South Elmsall was closed. Thus, a powerful opportunity to have a linked attack on both the economic (Business Link) and social (HemsMESH) problems in SESKU/Hemsworth, using joint resources, was lost. Jan-Dec: Served as a leading member of the HemsMESH project team, using Spiral Dynamics and related change methodologies to investigate Youth Employability issues in Hemsworth/South-East Wakefield area. The project, centred around Hemsworth High School, was conceived initially by myself and Steven Beevers of Business Link Wakefield and developed and… Read More

1999

The Year of the 21st Century Group… Jan: Inauguration of monthly SESKU & Hemsworth Business News newsletter. Edited and mostly written by myself, it was hailed as a significant success by both local businesses and the Project Management Board. Commentary: The SRB-funded ‘SESKU’ project (for South Elmsall, South Kirkby and Upton) was meant to assist social and economic regeneration in the pit villages in the south-east of the Wakefield District which had been devastated by the closures of the mines. With high unemployment, escalating drugs and alcohol abuse, increasing crime figures, major behaviour problems in the schools and the health services under growing strain, SESKU was in desperate need of strategies to revitalise the area. The Business News was designed to promote services offered by the local business support agencies and to feature profiles of the more successful companies in the area as potential models for others. Jan: Issued own Ultimate Newsletter to over 400 nursing/residential homes. Commentary: While it carried several general interest features, the newsletter was obviously designed to promote my consultancy services and the Ultimate System. In retrospect it was a flawed concept. In trying to create something that would interest home owners on a broad basis, I… Read More

1997

Business Support Networker! Jan: Joined Business Link Wakefield & District for fixed-term project to help co-ordinate business support services and to set up a quarterly networking forum – to be known as the Business Growth Forum – for manufacturing and engineering businesses. My title was ‘Business Support Networker’. Continued to facilitate small number of outstanding IBS contracts by working weekends and leave (with knowledge of employer) as sole trader ‘Keith E Rice’. Commentary: After the trauma around the collapse of Rice & Rice, throwing my lot in with the Business Link was a huge relief. Tony Brown asked me to complete a small handful of unfinished projects. They were all completed by the Summer and that effectively brought my relationship with IBS to an end. Jan: Undertook first consultancy work under my own name, assisting the Woodlands MS Respite Care Centre (York) with updating their business plan and progressing their Investors in People project. Commentary: Woodlands had been part of the first IBS/North Yorkshire TEC IiP Consortium in 1995. After a gap of nearly a year, they decided they needed some farther assistance – and they wanted me to provide it! Mar: First meeting of the Business Growth Forum. Mar: Launched… Read More

1988-1996

The Bridge Years Oct 88: Due to a misunderstanding with the embryonic Bridge training & consultancy operation who headhunted me, left Hellmann Mitchell Cotts 3 months before Bridge had the financial structures in place to afford me! So used my experience as a buyer and my knowledge of purchasing systems to secure work as a freelance administration consultant with Bradford-based Stylus Graphics Ltd (formerly one of my suppliers at Hellmann) and ICM Ltd in Leeds. Feb 89: Joined Bridge, based in Bradford. Wrote their library of training courses. These courses were very successful – and, apart from minor updates, they remained unchanged for over 5 years. (This in spite of considered reviews.) An attempt by other people in the Bridge organisation in 1994 to modularise the courses against units of the Management NVQs was abandoned because it was felt the project would end up altering the integral nature of the courses too much. Also undertook ‘hands on’ training – delivering a range of management, sales and communication skills – both to specific clients and via open seminars. This period included providing training to the sales force of Vileda, one of Britain’s most prestigious names in FMCG household goods – the UK division of a multi-national. During… Read More

Why Brexit makes Me SO ANGRY!!

Carol Thornton is a Green Party councillor in North Lincolnshire. Way back in 2005 she came on one of my training courses in Hull. Our paths haven’t really crossed since but we’re Facebook ‘friends’ and occasionally comment on each other’s postings. Earlier this month Carol called one of my postings about Boris ‘Liar’ Johnson and some of the more dreadful economic consequences of a ‘hard Brexit’ “more overtly political than your usual. Whatever happened to the Spiral?” It was a good challenge that really took me aback. I pointed out that my last 4 Integrated SocioPsychology Blog posts had been concerned with the EU referendum and the development of Brexit. However, I conceded: “I struggle to be dispassionate and objective on the EU issue because Brexit is going to be such a social and economic disaster and #traitormay is just ploughing on regardless. It’s hard to be dispassionate and objective when you feel personally and immediately threatened by something. And I feel personally and immediately threatened by Brexit. I envision living out my old age in poverty because of what these moronic zealots are doing to our country. I am VERY ANGRY!!” When you feel “personally and immediately threatened”, the emotional… Read More

The Thriving Organisation

Organisations Seen From The Second Tier Complexity Theory in the MeshWORK Approach to Businesses by Peter Fryer 4 February 2003 Author Peter Fryer was the Chief Executive of Humberside Training & Enterprise Council throughout its existence. He now works under the banner of ‘trojanmice’ and can be contacted via e-mail or you can call (+44) (0)1724 733303. How is your organisation faring in these rapidly changing times? Are you just surviving, are you surviving well, or are you thriving? Obviously surviving is crucial, but there is more to organisational life than that – a sort of Corporate BEIGE – much more. If we are thriving we are clearly doing well at all the things needed for survival but more importantly we are fulfilling our organisation’s true purpose. We are making the real difference that we intended when we set up the business and we are laying the foundations for our organisation’s existence for a long time. Thriving is not a state that is naturally reached by becoming better at surviving. No amount of continuous improvement (BLUE/ORANGE) will turn a surviving organisation into a thriving one. Thriving organisations have learnt to see themselves in a very different – 2nd Tier – way… Read More