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The Change Forum has provided change consulting, coaching and workshop facilitation services to executives, leaders and teams from wide-ranging organisation backgrounds and contexts, for over three decades, focused on encouraging more constructive work cultures, more mindful, compassionate leaders and working better together in more resilient, cohesive teams.
The Change Forum provides practical, down-to-earth learning programs, facilitation, coaching and consulting support for leaders and teams to manage change, participate productively in organisation renewal and build the conversational, relational and teamworking capabilities they need to create vibrant, supportive work cultures and high-performing teams.
Our change-work centres on the close connection between change, leadership and learning and building the conversational, relational and team-working capabilities of leaders and teams.
We work in collaborative learning partnerships with managers, senior executives, project groups and work-teams to:
The Change Forum evolved from a transition to independent rather than internal consulting in 1990, after working on major public sector workplace reform projects in the late 80’s.
We’ve a robust track record of more than 25 years designing and facilitating innovative workplace transformation, learning and improvement processes where leadership, organisational learning and culture change are keys to success.
We work with leaders and teams at all organisation levels to help build their leadership and team capabilities to work more effectively together, engage with and navigate constructively through change, build healthy, vibrant work cultures and flexible, high-performing teams.
Some of the hallmarks of our consulting work include open and inclusive processes; robust, concept-driven tools and frameworks; down-to-earth content people can readily understand; collaboration, joint ownership and skills transfer as a fundamental strategy to strengthen the internal capacity of organisations to be self-reliant and manage their own destinies.
We advocate participative, team-based work, learning-centred leadership, empowered cultures and wellbeing at work with future-focus, shared visions, distributed leadership, dialogue and connectivity as keys to sustain change and create successful business futures.
“When I look back on my many years as a consultant, facilitator and coach, I recognise that so much of what I’ve learned myself comes not just from my own practical experiences, but also, more importantly, from those I’ve worked with who’ve taught me so many valuable lessons about people, life and working well together…”
Hi! Bill Cropper here. I’m founder and principal of The Change Forum, creator and presenter of our programs, change consultant, facilitator, author, speaker and leadership coach. Thanks for dropping by. I hope you find our website and its resources useful. Please get in touch if there’s anything more you’d like to know or find out about…
As a bit of an introduction, I’ve been consulting around workplace change for more than 25 years and have accumulated a wealth of practical experience in strategic change management, organisational learning, leadership capacity-building, team development, culture renewal and group facilitation.
I work internally with organisations on change, culture renewal, team-working and leadership learning projects and, since the early 2000’s, I’ve been running regular public workshops around regional Queensland to foster leadership capacity-building around effective team-working, workplace wellbeing, emotional intelligence, conversational mastery, leadership, facilitation and culture change for managers, executives, team leaders and other professionals from wide-ranging backgrounds.
I’m keenly interested in the benefits of emotional intelligence, mindfulness and constructive conversations to create connective and compassionate workplaces, promote productive, open interchanges and facilitate personal growth and change mastery. These help to inform our Learning-Centred Leadership, Working Better Together and Executive Team Action Learning programs that are a regular feature of our in-house consulting activities.
I’m known for having a relaxed, down-to-earth, open style; comprehensive mastery of a wide range of facilitation tools, techniques and processes, and customarily work comfortably with people at all organisation levels – whether senior executives, operational managers, team leaders, outdoor workers or office staff. I’m also a prolific author of hands-on, user-friendly, practical toolkits, self-coaching guides and change manuals that are a feature of all learning programs we provide.
Very enjoyable. Interactive activities were unique and hands-on approach was very useful – as was having a bit of a laugh along the way!
Excellent practical tools and ideas, structured very well and delivered in an interactive way
Thanks for a great learning experience. Some activities thought provoking and some just plain good fun - and the guide is full of excellent tools!
Lots of tremendous activities to assist with my practice and development
High Tension Encounters (HTEs) happen regularly in any workplace – offices, schools, hospitals, councils, work-sites, factories…
The negative impact of poorly-handled HTEs on colleagues, customers, patients and work-teams is well-attested. Whether it’s toxic personalities, inveterate arguers, belligerent bosses or conflict-ridden contrarians, HTE’s distract from productive work focus, detract from good results, debilitate teams, distress and unsettle us, and create caustic cultures in the long term…
The customary line is that conflict is beneficial – it clarifies, corrects, changes and leads to better solutions and decisions.
Yet another line of thought suggests something quite different: that it has prolonged negative consequences that undermine relationships, trust and collaboration as well as distracting from task-focus and wasting resources in prolonged conflict mediation processes that largely don’t work.…
So, whether or not it is sporadically constructive, in many instances conflict it seems is damaging, harmful and linked to high stress and staff turnover.
Building conversational capability to better deal with difficult HTEs may not reduce their frequency but it can help us to handle them better, have more constructive confrontations and mitigate some of the negative consequences that follow on the heels of unregulated conflict.
© Bill Cropper – The Change Forum 2023
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