Identification of Key Structural Elements (KSE) boosting or discouraging the emergence of collaboration.
Programs related to the three levels of development, individual (people), group (teams) and organisational (systems).
There are individuals behind all teams. Developing the person, we expand its influence and success.
after mergers and acquisitions
adapting to markets
increasing communication and teamwork
when expanding business
improving vision and strategy
as a critical organisational focus
by creating the right contexts
consequence of positive interaction
Traditionally, decision-making and management are founded on order, stability and certainty. Managers are often not trained or accustomed to coping with unpredictable events and conditions. The anxiety and bewilderment that comes with conditions of uncertainty and complexity are confusing and inhibiting. Having a model prepared for inducing changes in these situations is especially valuable in times of changes.
Experimentation through games and simulation enables knowledge to be integrated and automated and is particularly useful to make complex realities easier to understand. It is an ideal methodology for higher training dynamics, both at universities as well as in organizations.
Either extending residential courses into blended learning programmes or creating a Virtual Learning Environment totally on-line, tutored remote training brings training programmes into a higher learning level to ensure knowledge acquisition and deep insight.
Current global organisations need regular training programmes with same general perspective but local adjustments. Let us tackle language and cultural barriers, enabling full potential achievement of international knowledge exchange.
The consultancy company Training Games was then invited to present an offer due to its specialization in creating games and simulators applied to training. It was the motive for the Synergy project, which after one year of design and programming was proudly presented in November 1997. Six months were necessary to adjust the dynamics generated by the simulation to the training goals. The software was tested, and the contents were developed. In June 1998, a pilot course was carried out starting a series of thirty-five training sessions delivered during 1999 and 2000.
This book addresses the burgeoning interest in organizational learning and entrepreneurship, bringing together for the first time a collection of new papers dealing explicitly with entrepreneurial learning. Where past books have examined learning in a corporate context, Harrison and Leitch focus instead on the learning process within entrepreneurship and the small business.
Author Edward Gonsalves | Show Details
Cooplexity proposes a cooperation-collaboration model for complexity, the result of more than ten years spent in research and five in gathering data. Three action levels are rigorously proposed, alongside their implications, their key factors and the catalysts that have allowed them to appear.
Author Ricardo Zamora |
It was a magnificent personal experience for me and for my entire team. Through the combination of a novel, inductive and active methodology in which, based on individual knowledge and experiences and developed through the technique of play or simulation, we have acquired learning through discovery, which is consolidated because it is the fruit of our own experience. It immediately and inevitably transfers that learning to our professional work as a team and always seeks applicability in day-to-day operations.
José Poch Riba
General Manager Automotive Foam División
I met Ricardo Zamora a few years ago. He presented a teamwork project to us that we were going to love. The truth is that, due to being novel and atypical, I have to confess, when the presentation was over my initial idea was to forget about it. However, we tossed the idea around and decided to send an elite group to take the training. It was a huge success, a total innovation within our training system, and the most wonderful thing is that the team had a good time and acknowledged having learned about subjects as important as communication, teamwork, work systems, etc. Over the last three years, our entire team of managers and middle managers has gone through this training, with excellent results when applying the acquired knowledge in their usual jobs.
Antonio Mateo Navarro
Director of industrial relations and training
Participating in SYNERGY was an intellectual challenge for me due to the different way of facing a known subject. The idea of breaking with schemes and not being anchored in traditional ones is perfectly clear. Learning to dominate my natural leadership in order to adapt it to good teamwork was another good practice.” “Overall, an intense and very recommendable experience for people who want to learn different methodologies.
Chief Executive Officer
The formation of a new team of persons coming from different business areas, and even from other organisations, to take on a far-reaching project resulted in the need to develop a training program that would create a propitious environment for interpersonal knowledge and promote teamwork. But above all, it was necessary to clearly show the challenges and problems that we faced, which is the most novel aspect with respect to a training action. The experience with the Equilibrium Cone was simultaneously gratifying and successful, given that it combined fun aspects (games and simulators) and operational aspects (specific work projects) that satisfied the objectives of both cohesion and efficiency, respectively.
Ricardo Alonso Fernández
Director of Corporate Banking, Global Banking & Markets