Understanding creative climate
Leaders learn to recognize the organizational conditions that support or suppress creative work, using the dimensions measured by Ekvall's Situational Outlook Questionnaire. They leave with a clear picture of their current climate and specific levers for shifting it.
Thinking style fluency
Leaders learn to recognize and leverage the different cognitive styles on their teams, based on FourSight and VIEW frameworks. They develop the ability to assign work in ways that fit how people approach problems, and to build teams that complement rather than duplicate each other.
Leading productive meetings
Leaders learn practical techniques for running more productive meetings and leading ideation, including how to separate divergent thinking, like generating ideas, from convergent thinking, like evaluating and selecting them. These are everyday leadership skills that make group work more effective.
Leading through change
Leaders develop a practical framework for understanding how people respond to change, what drives resistance, and how to build the organizational conditions that make change initiatives more likely to succeed.