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Keith E Rice's Integrated SocioPsychology Blog & Pages

Aligning, integrating and applying the behavioural sciences

‘consultancy’

1998

The Making of a ‘Change Engineer’… 1988-1996    1997   1998     1999     2000     2001    2002      2003     2004     2005     2006     2007     2008     2009     2010     2011     2012     2013     2014      2015     2016     2017     2018      2019     2020 21st Century Group     HemsMESH     Humber MeshWORKS     Humberside MESH Network February: Persuaded Business Link Wakefield & District and Wakefield College that the Management Development Forum agenda and resources should be incorporated within the Business Growth Forum. Commentary: The details of  ISO 9000 and Investors in People demonstrated clearly how much overlap there was in the aims of the 2 groups. Since there was a considerable commonality of membership, combined with frustration at the agencies’ duplication of effort and resources, it made sense – to me and to the member businesses – that the 2 groups be merged. This was the beginning of a new alliance at operational level between the 2 agencies and a key factor in the development of the BGF. March: The Business Growth Forum profile raised considerably by hosting joint workshop on Kaizen with RHP Bearings (Knottingley, West Yorks). Commentary: RHP were one of the larger engineering firms in the District and one of the most advanced in terms of… Read More

1997

Business Support Networker! 1988-1996    1997   1998     1999     2000     2001    2002      2003     2004     2005     2006     2007     2008     2009     2010     2011     2012     2013     2014      2015     2016     2017     2018      2019     2020 21st Century Group     HemsMESH     Humber MeshWORKS     Humberside MESH Network January: Joined Business Link Wakefield & District for fixed-term project to help co-ordinate business support services and to set up a quarterly networking forum – reviving the name of a dormant Wakefield Training & Enterprise Council project: the Business Growth Forum. The project was to be aimed at 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. As in most regions of the UK, government-funded interventions in the Wakefield District to support small-medium enterprises (SMEs) were usually… Read More

1988-1996

The Bridge Years 1988-1996    1997   1998     1999     2000     2001    2002      2003     2004     2005     2006     2007     2008     2009     2010     2011     2012     2013     2014      2015     2016     2017     2018      2019     2020 21st Century Group     HemsMESH     Humber MeshWORKS     Humberside MESH Network 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… Read More

Comments

Comments from letters, emails, evaluation forms, etc. Newest comments at the top; oldest at the bottom. “Just wanted to thank you for all your help with my appeal and I’m delighted to say I did get the A, couldn’t have done it without you and I appreciate everything you’ve done!” – Annie Brown, tutee (2020) “On the results day I had gotten AAB but after the u-turn I ended up getting AAA. Just want to say thank you for all of your help with psychology – I couldn’t have done it without your help.” – Raheem Ijaz, tutee (2020) “We would like to thank you for your support in building her confidence and knowledge to help her achieve the results required for her new journey”  – SK, parent (2020) “I just wanted to drop you a message saying a huge thank you for all your help over my A-levels, both academically and perking up my day after a stressful school day. I ended up getting into my firm choice and I’ll be starting criminology and law in September…. Again a huuuuge thank you in helping me get to uni and I’m so grateful for your help.” – Liselle Naylor-Wardle, tutee (2020) “I… Read More

Value Systems as Foresight Frameworks #2

PART 2 VS approaches to the future It is suggested you refer back to the Value System Time Orientation diagram when reading these value system profiles. A-N/BEIGE: has no cognitive awareness of time at any sense. All actions are geared towards meeting biologically connected functions. Recommendation for foresight practitioners:- This value system will not respond to anything at a cognitive level of awareness. If you discover an adult exhibiting these characteristics, it is likely that you will have an elderly person suffering variations of dementia-like disorders or someone with a brain injury trauma. Even if this is not the reason (as in cases where severe psychological trauma is likely to have occurred), attempting to engage this person in discussion of the future is a futile exercise. Provide sustenance and keep them warm and clean. B-O/PURPLE: has an extensive understanding of time with emphasis towards ‘learned history’ acquired through rites of passage and clan-like rituals. The proven history of ancestors and elders generates a sense of perpetuity of the clan into the future, providing the ability to consider the future BUT only as it fits within the sense of continuity of the tribe, especially as this VS is not yet aware of… Read More

Value Systems as Foresight Frameworks

by Marcus P Barber Summer 2005 Marcus Barber, CEO of Looking Up Feeling Good Pty Ltd, is a leading Strategic Futurist in Australia. His work straddles academic, commercial and governmental operations. This article, in which he hypothesises about vMEMETIC (value system) perceptions of time, was first published in ‘Futures Research Quarterly’ (Summer 2005) and is republished here with the kind permission of the author. Contact Marcus by e-mail to learn more about his work. The hypothesis of this paper proposes that value systems, as initially identified by Clare W Graves (1970) and subsequently developed by Don Beck & Chris Cowan (1996) into the Spiral Dynamics model, provide clues as to how people approach the subject of time. By identifying someone’s central values system (VS), we are able to anticipate their likely approach to time, their orientation toward the future (and, therein, foresight) and their potential expectations of the outcomes of planning. We are also made cognoscente of the fact that varying life conditions demand alternative methods of resolution. As such, the ability to consider the future for each of the value systems is influenced by differing factors of importance; and foresight practitioners and strategic planners will benefit greatly from being aware… Read More

Older Comments

Comments from letters, emails, evaluation forms, etc, about my work 1998-2015. Newest comments at the top; oldest at the bottom. Go to Comments for remarks about my work from 2016 onwards. “We didn`t actually use Keith in the end but only because my daughter changed her plans and went to college to start completely new courses. Bu5r what I can say is Keith was super efficient with his communications, he considered both my daughter and my concerns in planning his first lesson – ie: that I would go for at least half the first session to see what I was paying for and check out who was tutoring my daughter. He was clear about what he needed in order to plan her lessons and his qualifications speak volumes. I am sorry we never got to actually take Keith up on his tutorship but first impressions count and they were excellent!” – Ingrid Lee, parent (2015) “Just wanted to drop you a line to thank you so much for all your help last year. We were thrilled with how well Natalie had done and she has started university with confidence in her own ability….she was only 3 marks off an overall A… since… Read More

Career

Updated: 15 December 2018 1988-1996    1997   1998     1999     2000     2001    2002      2003     2004     2005     2006     2007     2008     2009     2010     2011     2012     2013     2014      2015     2016     2017     2018      2019     2020 21st Century Group     HemsMESH     Humber MeshWORKS     Humberside MESH Network A middle class boy, born to parents from the upper working classes who had worked their way up into the lower professional grades, I was privileged to have parents who both cared for me and drove me – especially my father. My parents – like most! – had many faults and left me with more than a few issues – see: The Counsellor gets counselled! Yet overall they gave me a good start in life, pushing me through the 11-Plus and the grammar school system to do what had been almost impossible for upper working class teenagers of their generation: to go to university. I was raised mostly in the Lancashire (now Merseyside) town of St Helens…but the bulk of my family were in nearby Liverpool. And Liverpool, in the early-mid 1960s was the epicentre of the musical and social revolution that began with The Beatles and expanded through ‘Merseybeat’. A tremendously exciting time to… Read More

A Company by Neurological Levels

April 2004 Identity – what is it? Distribution and service company Values – what’s important to us? Customers ~ purchasing price (suppliers) ~ profitability ~ workforc Beliefs – what do we believe about what’s important? Need customers to survive and prosper ~ need to know customers’ requirements (close relationship) ~ need customer loyalty ~ need good suppliers – competitive price and availability (close relationship) ~ need efficiency to produce profitability – control costs ~ need loyal workforce – to be fair and honest with them ~ competent ~ need to utilise their values to get commitment ~ flexibility Capabilities – what skills and knowledge do we need? Technical knowledge ~ management skills ~ company knowledge ~ knowledge of customer needs ~ market (price) knowledge Behaviour – what is it we do/should be doing? Supply products and knowledge for customer requirements ~ should have customer focus – research needed into customer needs ~ resource to meet customer needs – profitability impact? How is our environment? Internal: relaxed and comfortable External: highly competitive ~ increasing disloyalty ~ price (not quality) driven ~ decline in OEMs ~ customers want more service and supplier flexibility This was the result of a Neurological Levels-based analysis I facilitated… Read More