The
Management
Arts Approach

Management Arts can be a catalytic resource in organizational development and change processes.  Alignment between the client leadership team's philosophy and our way of working is central to the success of any project.  Therefore, we present the following principles that support our approach:

• Change is a process and not an event.  There will be predictable highs and lows, as well as unpredictable bumps in the road.  We are committed to "going the distance" and want to work with clients who will make that same commitment.  To do so requires up-front dialogue about working styles, process design, giving and receiving feedback, and working with inevitable conflicts and differences that are likely to surface during the work.
• Honesty, respect, and "straight talk" are core values that we practice personally and professionally.  We try to model these behaviors and we encourage our clients to do the same.  Our goals are to keep the dialogue going and keep the relationships intact.
• Responsiveness and accountability are hallmarks of our work style. Open lines of communication are essential.  We are highly responsive to questions and requests.  We keep our promises.  We work most effectively with others who do the same.
• We believe in inclusive and participatory processes.  Leaders cannot learn for the whole organization, so we encourage you to involve your constituents and stakeholders in whatever work we are facilitating.
• As your consultants, we are coaches and facilitators.  We will not tell you what to do, nor will we do the work for you.  Instead, we will assist you to make timely and informed decisions, and we will provide coaching and skills development so that you can meet the challenges of your roles, take ownership of organizational priorities, and deliver on your promises.
• The intent of the consulting process is to create internal capacity.  We discourage ongoing dependence on external consultants.  Development and learning that create long-term organizational sustainability are as important as accomplishing immediate tasks.

Essential
Elements of
Organizational
Development

The Management Arts approach is based on a perspective that sets forth essential elements typically found in high functioning organizational systems. These elements are described below and illustrated in "The Art of Management" graphic.

• A key element for organizational success is a well-developed strategy that is written down as a strategic plan, widely communicated, and well understood by all members of the organization.
• Organizational structure is a "delivery system" for strategies laid out in the plan. Functional and departmental configurations, reporting relationships, and staffing levels must all be designed to support the most effective and efficient accomplishment of strategic objectives.
• Individuals work most effectively when their roles are aligned with the organization's strategy and structure. Roles must be clearly discussed, defined and documented.
• The leadership team will set short-term organizational priorities based on the strategic plan. The team will agree to support those priorities in word and deed, to allocate and manage resources to accomplish them, and to assure that no inherent conflicts exist among priorities.
• Leaders will be provided with training and coaching as required to develop the skills necessary for their assigned roles. Leaders will be challenged to relinquish control and to "manage" rather than "do" work.
• Individual and organizational performance can be significantly enhanced by the presence of systems and procedures to manage performance. These include measurement, feedback and rewards.
• Regular focus and dialogue about strategic outcomes and short-term priorities will assure alignment and progress toward the organization’s mission and vision.

Consulting
Activities

Activities in consulting engagements are many and varied and may include any or all of the following:

• Meetings with leaders, managers and selected staff to discuss and develop roles and skills, and to define parameters for strategic and operational plans.
• One-on-one or small group meetings with individuals for assessment, development, or "sounding board" conversations.
• Observation of leaders, managers and selected staff in meetings.
• Group meetings to train key managers and others in the processes of operational and strategic planning.
• Group training sessions on topics such as time management, personal organization, project management, communication, delegation, feedback, and performance management.
• Facilitation of standing or special meetings.
• Telephone and/or e-mail consultation.
• Review of materials and other preparation and documentation.
• Employment candidate interviews.