Design the appeals or grievance route attached to unconventional problem solving.
Developing Out-of-the-Box Thinking Skills for Solving Challenges
Build a working method for unconventional problem solving that stands up to scrutiny and survives daily pressure.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Policy on unconventional problem solving is judged by how it is applied in the difficult cases, not the easy ones. People decide what this area of people management and development really means by watching who gets promoted. Participants come from operational and oversight roles, and both perspectives on the people management and development capability are used deliberately. The programme builds the judgement to know which parts of unconventional problem solving to standardise and which to leave flexible. Organisations that document the practice within people management and development properly resolve disputes about it far more quickly. The programme converts the people management and development discipline from an area of general awareness into a set of repeatable practices. What blocks progress on unconventional problem solving is usually unclear ownership rather than unclear intent. Participants test their assumptions about the wider people management and development agenda against scenarios designed to break weak ones. The course ends by identifying what the participant will stop doing to make the people management and development discipline sustainable.
Expected Learning Outcomes
Assign clear ownership for each element of unconventional problem solving across the functions involved.
Set a realistic target state for unconventional problem solving and a defensible route to it.
Verify that improvements to unconventional problem solving have held six months after they were introduced.
Assess the cost of unconventional problem solving and the cost of leaving it as it is.
Pilot changes to unconventional problem solving before rolling them out organisation-wide.
Build the evidence base on unconventional problem solving from data the organisation already collects.
Who Should Attend
Internal communications staff explaining unconventional problem solving to the workforce.
Training and development staff building internal capability in unconventional problem solving.
Human resources managers and business partners responsible for unconventional problem solving.
Senior leaders accountable for the culture unconventional problem solving produces.
Talent and organisational development specialists working on unconventional problem solving.
Department heads accountable for the results of unconventional problem solving.
Course Modules
Unconventional problem solving: review, learning and adjustment
2 sessions · 8 pointsSession 1Keeping records on unconventional problem solving that are lawful and useful
- Ask employees what unconventional problem solving feels like from their side.
- Agree the indicators that will show whether unconventional problem solving is improving.
- Check that records of unconventional problem solving answer the questions likely to be asked.
- Plan the sequence in which improvements to unconventional problem solving will be introduced.
Session 2Appeals and grievances arising from unconventional problem solving
- Plan succession for roles most exposed to unconventional problem solving.
- State the purpose of unconventional problem solving in one sentence a new manager would understand.
- Pilot changes to unconventional problem solving in one area before wider rollout.
- Test the policy on unconventional problem solving against three real cases from the past year.
Unconventional problem solving: records, privacy and legal defensibility
2 sessions · 8 pointsSession 1What your existing data already says about unconventional problem solving
- Benchmark the organisation's unconventional problem solving against comparable operations.
- Arrange the handover of unconventional problem solving so capability survives staff changes.
- Build the appeals route for unconventional problem solving and publish it.
- Confirm records relating to unconventional problem solving meet retention and privacy rules.
Session 2The conversation about unconventional problem solving managers most often avoid
- Anticipate the objections unconventional problem solving will raise and prepare the answers.
- Script the difficult conversation unconventional problem solving requires and rehearse it.
- Train line managers on unconventional problem solving rather than handling every case centrally.
- Set out the decisions in unconventional problem solving that require sign-off and by whom.
Unconventional problem solving: evidence, data and honest measurement
2 sessions · 8 pointsSession 1Explaining unconventional problem solving so people believe it
- Design the communication for unconventional problem solving around the questions people will actually ask.
- Set the annual review point for unconventional problem solving and who attends.
- Test the procedure for unconventional problem solving against a realistic scenario.
- Confirm that reporting on unconventional problem solving reaches the people who can act.
Session 2Reviewing unconventional problem solving when nothing has gone wrong
- Define who decides on unconventional problem solving and who may only recommend.
- Establish the boundary of unconventional problem solving and record what sits outside it.
- Decide what will be stopped to create capacity for unconventional problem solving.
- Measure the effect of unconventional problem solving on retention and performance, not activity.
Unconventional problem solving: the manager conversation that decides the outcome
2 sessions · 8 pointsSession 1Getting other functions to support unconventional problem solving
- Estimate the cost of unconventional problem solving and the cost of leaving it unchanged.
- Identify the data the organisation already holds that bears on unconventional problem solving.
- Verify six months later that changes to unconventional problem solving have held.
- Map the handovers in unconventional problem solving between functions and secure them.
Session 2The decisions in unconventional problem solving that cannot be delegated
- Check that unconventional problem solving still works when volumes rise unexpectedly.
- Close out actions on unconventional problem solving rather than leaving them open indefinitely.
- Prepare the summary of unconventional problem solving that senior management will read.
- Review unconventional problem solving for unintended equity effects across groups.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
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