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Our Services
Tailored for
you
your team
the whole organisation

We’re a small independent consultancy in Australia, specialising in the field of workplace change, leadership learning and building better teams. 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.

As suggested by our name, our business is Change

We work with leaders and teams at all organisation levels to help build their leadership and team-working capabilities to work more effectively together, engage with and navigate constructively through change, build vibrant work cultures and flexible, high-performing teams.

Some of the hallmarks of our consulting work include participative, open and inclusive processes; concept-driven, robust 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.

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Building
vibrant, healthy work cultures
and high performing teams
Company
We think what sets successful organisations
apart from the rest is how well people
learn to lead and manage change.
Do you want to stand out from the crowd?

Let us help you step towards the future you want to achieve

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.

In broad terms, our services include:

We can help you scope change, develop specifications, design processes and jointly plan strategies and learning programs to support your change initiative. 

Our Change clinics provide skills and support to help people understand the dynamics of change, engage with it more constructively and increase their level of personal 'change-ability'...

The capacity to initiate, lead and sustain change through learning is a major foundation for creating better workplaces. Our Learning to Lead Change clinic equips leaders with the tools to manage change for themselves...

Most change suffers ‘under-communication’. We help teams plan for the crucial communication events, engagement strategies and consultation issues around their change...

Shared vision plays a pivotal role in successful change processes. We facilitate various vision-setting interventions for different levels – mixed cross-organisation sections, senior management teams, individual work units or stakeholder groups...

Change happens first and foremost through conversations. Through our coaching clinics on Change Conversations, we help you to shape a shared vision, reduce resistance, gain commitment, share ideas, tackle problems and talk over strategies, goals and actions.

Change teams are the link between designing a change and implementing it. We help set up workplace change and improvement teams, get them started, then provide a series of learning modules to support them in their change work...

While resistance to change is natural, left unchecked for a prolonged period it can spread and infect others and become a big block to progress. Our clinic on Engaging with Change Resistance educates leaders on how to handle these difficult change moments better…

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High Tension Encounters

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…

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  • The frequency of HTEs has been measured in several settings. For example, one study found 85% of us experienced chronic conflict in our work-lives, with 30% saying it was always or highly frequent. 
  • In schools, principals on average say they have five difficult encounters a day, while another study of operating theatres reported at least 1 and up to 4 HTEs among surgical teams per operation. 
  • Another study reported 64% said they were dealing with a toxic personality in their current work environment and 94% said they’d worked with someone toxic at some time. 
  • Other studies reveal that school principals are abused on a regular basis by parents and 91% of nurses reported verbal abuse from physicians or patients, with 10% saying they witnessed disruptive physician behaviour daily. 
  • The ongoing impact of these HTEs exact a significant emotional toll, with one study suggesting negative encounters affected people five times more strongly than positive ones.

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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