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Dynamic Change
Management Development
Impact Evaluations
  • The Art of Organisational Dynamics

    Managing organisational dynamics is not easy.

    Management theory alone is not sufficient to understand how diverse people achieve seemingly common goals. We draw on economics, cognitive science, sociology, art, literature and other disciplines to drill through the complexity.

    Developing effective management repertoires requires a sophisticated, nuanced and highly informed approach. Our clients build on their strengths while addressing key gaps.

    As organisations become more complex and as the impact we have becomes harder to measure, we need innovative and sophisticated evaluation methodologies that track and order complex evidence. Our evaluations provide leading edge ways to measure impact.

    Dynamic Change

    Change is a constant and dynamic force in how organisations operate and yet most organisational approaches strive for stasis--for hierarchies and schema that confine and order how we work.

    Designing effective change management initiatives requires a comprehensive understanding an organisation’s dynamics. Organisational dynamics, at the most basic level, exist between people, product, and processes.

    When an organisation has a clear goal or mandate (product), absolutely the best people in the right jobs (people), and robust processes to support efficient work flow (processes), dynamics are largely aligned. Few organisations have this perfect alignment. They may have a clear and tangible product but a mix of talent and antiquated business processes. Or, the organisation’s mandate may be abstract or dependent on variables largely beyond the organisation’s operations, like a humanitarian organisation.

    Our approach is designed to examine the complexity that underlies these organisational dynamics and to determine practical ways to align these dynamics including the alignment of behaviours, attitudes and skills with organisational goals. We provide practical tools that can be leveraged toward huge systemic impact.

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    Management Development

    Clients recognise the importance of experiential learning that has direct links to participants’ roles and responsibilities. This makes good sense. Professionals learn best in conversation with peers about subjects directly related to their work.

    We create contexts where this is prevalent, challenging and informative; contexts where dramatic leaps in learning occur.

    We regularly deliver workshops on:

    Achieving Results
    Decision Making
    Project Planning
    Interpersonal Communication
    Emotional Intelligence
    Conflict Management
    Managing Stress
    Managing Teams
    Managing Difference
    Leading People
    Delegating & Coaching
    Motivating & Empowering
    Managing Performance
    Building Partnerships
    Leading Change
    Vision & Strategic Thinking
    Managing Complexity

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    Impact Evaluations

    We use innovative data collection and analysis tools to determine evidentiary trends and measure precise and varied impact in the most complex projects and contexts. This includes adapting leading-edge OECD DAC and World Bank evaluation methodologies to a project's specific context.

    Relevance: Relevance of programme components to target population, intersecting communities, implementation team, partner organisations, investors, and others.

    Effectiveness: Considers how programme components were developed and delivered as well as the discrete skills that were applied in the design.

    Impact: Impact is probably the most important evaluation level and applies to exactly how goals were achieved and the real value at individual, collective, and organisational levels.

    Sustainability: This looks at whether, given current and projected resources, the programme is sustainable. This links to the rest of the evaluation metrics to establish projected value over time.

    Efficiency & Cost Effectiveness: This brings the other evaluation levels together to determine overall value in clear fiscal terms. Could the same impact have been achieved cheaper?

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  • services overview

    Strategies for Dynamic Change
    Change is a constant and dynamic force in how organisations operate and yet most organisational approaches strive for stasis--for hierarchies and schema that confine and order how we work.

    Designing effective change management strategies requires a comprehensive understanding of the patterns that exist in any organisation’s dynamics.

    Our approach is designed to examine the complexity that underlies these organisational dynamics and to determine practical ways to align these dynamics including the alignment of behaviours, attitudes and skills with organisational goals. In brief, we determine simple, practical things that can be done that have huge systemic impact.

    More

    Management Development
    Our clients recognise the importance of experiential learning that has direct links to participants’ ongoing roles and responsibilities. This simply makes good sense.

    Professionals learn best in conversation with peers about subjects directly related to their work.

    We create contexts where this is not only possible but challenging and informative, contexts where dramatic leaps in learning occur.

    More

    Impact Evaluations
    We use innovative data collection and analysis tools to capture evidentiary trends and measure precise and varied impact in the most complex projects. This includes adapting leading-edge OECD DAC and World Bank evaluation methodologies to a project's specific context. Our evaluations are designed to minimize bias and "expert" input and instead focus on establishing evidentiary patterns that clearly distinguish between what a project has done an what other variables have contributed.

    More
  • about

    We provide innovative solutions for clients experiencing dynamic change. We focus on the precise organisational dynamics that enable people to achieve common goals and provide tools to align behaviours, attitudes and skills with these goals.

    • Change management strategies

    • Management development

    • Impact evaluations

    More

    Recent work . . .

    EVALUATIONS


    Provided methodology advice and support on evaluation of $1 billion UNHCR Syria response, a complex evaluation that deployed rich evidence-based approaches for understanding results in that troubling and dynamic field of operations.

    Senior Monitoring and Evaluation Lead on 4-year DFID Somalia’s Humanitarian Development Programme, a £144 million programme focused on addressing critical humanitarian needs and supporting resilience for the long term. Includes various innovative M&E tools, including mobile phone technology and data collection approaches that can demonstrate impact.

    Monitoring and Evaluation of UNRWA Emergency Job Creation Programme that includes metrics for evaluating performance across participating private businesses and the skills, employability and psycho-social impact on the employees themselves.

    Evaluation of Sida's Framework Agreement for Evaluation and Advisory Services on Results Frameworks including how the framework impacts quality evaluations and services, efficiency gains of the procurment model, and the broader market implications for the Swedish consultancy market.

    Review of DFID’s Palestinian Programme. Evaluation focused on demonstrable results in programme and strategic considerations.

    Independent external impact evaluation of US$220 million annual UN Junior Professional Programme (AE/JPO/APO), a multi-donor talent management initiative. Assessment focuses on impact and stakeholder value. Conducted by UN/DESA

    Independent external impact evaluation of UNRWA’s Medium Term Strategy focused on how the strategy was developed and implemented and how it guides the Agency’s planning and budgeting, decision making, programme adaptations/ improvements, resource mobilisation, and other facets of UNRWA’s operations. The Evaluation focused on evidence based conclusions and recommendations to support UNRWA’s next MTS development cycle.

    Independent external impact evaluation of a US$24 million management reform initiative in UNRWA designed to enable more effective strategy, programming, business processes efficiencies, human resource management and leadership. Evaluation included innovative methodology to track evidentiary trends across qualitative data.

    Independent external impact evaluation of a development activities for international health professionals charged with implementing International Health Regulations set forth by the WHO in 2007.

    Development of evaluation tools, metrics and a comprehensive analytical framework for the OECD’s “Leadership Journey,” an action based development programme for the OECD’s senior leadership.

    Designed a competency assessment and certification process based on inter-Agency competencies for people from INGOs who may be placed on United Nations pre-approved rosters as Protection Officers. Conducted by OCHA. Facilitated fist 3 delivery cycles.

    Independent external evaluation of a US$23 million Nigeria-UNESCO initiative in Science and Technology Education for Primary and Secondary Schools and Colleges of Education.

    Independent external evaluation of a US$2.1 million leadership & change management programme for Professionals and Directors in UNESCO; includes recommendations aligned with Medium Term Strategic Plan. Evaluation included an innovative methodology to track evidentiary trends across qualitative data

    Independent external impact evaluation of a US$2.5 million management and leadership development programme for Professionals and Directors in the ILO; includes recommendations aligned with organisation’s strategy and a methodology to track evidentiary trends across qualitative data.

    We providre regular advice and counsel on a rnage of M&E approaches and tools and have condcuted several other confidential evaluations.

    Stratgey & Performance

    Development of IFAD’s Partnership & Resource Mobilisation Office strategy. As a new Division, this includes a range of strategic issues from public and private partnerships, dynamics/politics within IFAD, and internal resources and management.

    Reviewed initiatives to increase efficiencies across different business processes and to increase effectiveness overall for IFAD’s programme of work. Document to Board that highlights achievements.

    Provided counsel and workshops for IOM’s strategy for migration flows in South Europe and North Africa. Included Chiefs of Mission and IOM senior management who developed strategy.

    Advisor to AMREF on the development of a 5-year strategy. Strategy repositioned organisation by focusing on core competencies and competitive advantages.

    Designed and led innovation workshop for UNDP’s Millennium Campaign to explore ways to promote the global “Stand Up” campaign; determined “heart beat” theme used throughout Europe.

    Provided counsel on developing mentorship programme for UNICEF, ensuring that best practices were used while addressing UNICEF’s complex needs. Piloted for NETI programme.

    Designed and delivered a change management programme for FAO to align resources with a new advisory strategy. Adapted business processes, roles and behaviours  to be aligned with new strategy.

    Designed and facilitated a knowledge management workshop for IFAD that was the first programmatic element for IFAD’s launch of a far-reaching knowledge management and innovation strategy.

    Lead consultant on participatory “whole-system” approach to developing core competency framework and values for FAO, including organisational development/performance management framework.

    Provided counsel on development of WFP’s new Results Based Management System (RBM) including strategies for incorporating different standards and complexities art country office level.

    Provided counsel on the adoption of WFP’s new Performance Management System (PACE) including strategies for overcoming objections and how to position competency based performance assessments.

    MANAGEMENT

    Led design team in developing a mixed discrete training/inductive learning for all Country Programme Managers in IFAD based on collaborative design approaches to strengthen country ownership, improve impact, and increase opportunities for scaling up projects.

    Designed and piloted 7 competency-based modules for UNESCO in French and English for all managers. Modules include: leading and managing change, achieving results, leading people, building partnerships, decision making, vision and strategic thinking and managing complexity. These use customised case studies, role-plays, action-based learning activities drawn from UNESCO and other international contexts.

    Designed and delivered 13 management modules for UNESCO in French and English for all staff. Modules include: project planning & time management, interpersonal communications, minimising stress, conflict management, delegation & coaching, managing meetings, emotional intelligence, presentation skills, client orientations, managing diversity, managing teams, and motivating and empowering staff. Use customised case studies, role-plays, action-based learning activities drawn from UNESCO and other international contexts. +350 UNESCO staff participated in HQ and field offices.

    Led design team in developing a mixed discrete training/inductive learning for all Country Programme Managers in IFAD based on collaborative design approaches to strengthen country ownership, improve impact, and increase opportunities for scaling up projects.

    Facilitator for a number of workshops/retreats for IFAD’s  Partnership & Resource Mobilisation Office; worked to promote effective collaboration/leadership as aligned with broader strategies.

    Advisor/facilitator to AMREF on the development of a 5-year strategy. Strategy repositioned organisation by focusing on core competencies and competitive advantages.

    Designed skills-based training for all Country Programme Managers in IFAD based on direct field supervision of IFAD funded projects.

    5-day induction programme as part of a UNICEF’s New & Emerging Talent Initiative (NETI), a recruitment strategy to fast-track candidates into management positions.  Included design counsel and facilitation of the bi-annual event for its first three years, thereafter assumed by UNICEF staff.

    Facilitator and design consultant on UNICEF’s Country Representative Induction programme, including individualised coaching and peer-to-peer leadership development.

    Designed and led innovation workshop for UNDP’s Millennium Campaign to explore ways to promote the global “Stand Up” campaign; determined “heart beat” theme used throughout Europe.

    Designed and delivered a multi-stakeholder consultation workshop for UN Volunteers (UNV) in preparation for 10th year anniversary of the International Year of the Volunteer (IYV+10).

    Designed and delivered an all staff (+350 participants) retreat for UNFCCC to align behaviours and attitudes with organisational strategies, especially the 2009 Copenhagen Climate Conference.

     

     

  • contact

    Third Reef Solutions, SRL
    Rome: +39 - 393-192-7990
    Nairobi: +254 - 718-557-837

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    Third Reef hereby grants you a non-exclusive, non-transferable license for the term hereof to access and download, display, and print one copy of the content and functionality displayed on the Site (the "Site Content") on any single computer solely for your internal, business use, provided that you do not modify the Site Content in any way and that you retain all copyright and other proprietary notices displayed on the Site Content. You may not otherwise reproduce, modify, distribute, transmit, post, or disclose the Site Content without Third Reef's prior written consent.

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  • Management & Leadership Development

    Management and leadership development require approaches and tools custom made for participants' specific roles, responsibilities and for the type of organisation they serve.

    You need different tools for a manager working in investment banking as compared to one working in humanitarian crisis response, let alone different approaches for one who has worked internationally compared to one who works in their home town. We build the bridge between international best practices and leading research and the contexts in which managers operate. Our international experience across different fields and organisations allows us to quickly adapt what works to a manager’s specific needs.

    Effective development requires sophisticated approaches tailored to a manager’s specific needs—not off the shelf ‘solutions’.
    We develop practical examples, case studies and activities that are drawn directly from participants' contexts while being tethered methodologically to best practices and leading research. Our varied experience enables us to recognise unique organisational challenges and integrate these into our case studies, role plays and other experiential-based learning activities. This enables us to prevent participants from getting stuck in the peculiarities of their organisation, to say that broad best practices and leading research don’t apply. This enables us to challenge the status quo and invigorate participants with the possibilities of meeting the thorniest challenges no matter what their role is in the organisation.

    Managers want practical ways to implement learning—they don’t want to get bogged down in theory.
    The simpler the examples, the better. Participants don’t need exhaustive summaries of academic and theoretical research. They need good practical examples that they can put to work and that enable dynamic action-based learning.



    Publications & Tools
  • Strategies for Dynamic Change

    Change is a constant and ever more dynamic force in how organisations operate. Most organisational models are outdated and ill-equipped to manage this change.
    Traditional organisational models try to constrain change. They create rigid hierarchies, staid rules and policies, standardized terms of reference, tentacle-led resource planning software systems—all kinds of things to command and control rather than to manage the systemic patterns and systemic energy and to align these with common goals.

    These traditional models were designed to order and control when in fact organizations have burst through these constraints and are much more fluid and adaptive to diverse inputs and needs.
    That’s the only way they can survive. This is due to the increased complexity in markets, be they for a small localized manufacturer or a international humanitarian agency. The range of systemic inputs has increased exponentially—the world is flat and that means everything can roll right over the simplest organization.

    Furthermore, people demand much and much less form their organisations.
    Most recognize that the job for life scenario is gone, that they will shift job and organisations countless times over a lifetimes. This transience sand the insecurity associated with it means that people want more—more pay, more benefits, more flexibility, greater access to technology at the workplace, impactful learning and development opportunities, etc.

    All of this points to ever increasing levels of complex change. Organizations have to start managing this change rather than to try to impose outdated modes of command and control.

    Our approach gets into an organisation’s specific dynamics and matches that with broader goals and strategies. We then work to align attitudes, behaviors and skills with the strategies to achieve those goals.


    Publications & Tools

  • Impact Evaluations

    Stakeholders demand good evidence that their investments have contributed to expected results.
    This has led to a dramatic increase in impact assessments. Unfortunately, many methodologies and approaches have not kept pace with this increased demand. Traditionally, an organisation would contract an expert in the field to review the project and they would come, meet with a lot of people, see a lot of things, and then give their opinion about whether the project was successful. Unfortunately, that “opinion” is not sufficient for really establishing what worked, what didn’t and what needs to be different.

    Effective impact evaluations deploy a range of tools to un-pack dense qualitative and quantitative data streams and determine what can be attributed to the project’s interventions and what can be attributed to a wide range of other variables and the interactions and complexity between all of these variables.

    Understanding this complexity and developing precise evidentiary trends across this complexity is what can truly determine what works, what doesn’t, and what needs to change.


    We have a range of tools for capturing and analyzing qualitative and quantitative data across complex cohorts and networks.
    These tools are tailored fundamentally to a project and then used to extract and order data quickly. This doesn’t include expensive software or inordinate amount of time or human resources—instead, our models allow us to focus in on the most telling an important data and then to organise it effectively. We also use leading edge graphic representation and models so that people can see the trends in the data quickly and how these trends relate to a project’s impact.

    In the end, the evidence speaks for itself.


    Publications & Tools

  • Dorian LaGuardia, Director

    Dorian provides strategic counsel and consultancy services for effective management development—enabling people to achieve more than they thought possible.

    With twenty years experience in management and consulting roles in the financial, electronics, automotive, technology and public service sectors, he brings a perspective as a “front-line” manager and a theoretician. He focuses on the organisational and social dynamics that impact how we work together.

    Dorian was Chief Development Officer of the software company ITM Solutions Ltd., a “green field” initiative with Dell Computers and Walsh Western International. Dorian managed operations from inception and built a team of 35 that delivered to time and budget. He oversaw the trade sale to Dell upon completion of outbound logistics software that managed simultaneous delivery networks.

    He was Vice President, Organisational Development, at MG Capital LLC, a global private equity firm that conducts “roll-ups” of 1st tier suppliers in critical manufacturing supply chains. Dorian was responsible for post-acquisition reorganizations and human resource strategies in the automotive and electronics industries. He led over half a dozen reorganizations in partnership with Ford, Chrysler, GM, Motorola, and 3M among others. 

    Dorian has founded and operated a number of organisations, including a company that pioneered on-line consumer behaviour modelling, a Fair Trade global trading platform for indigenous craftwork, and a development programme for Afridi & Angell, one of the largest law firms in the Middle East. For his sins, he did early stints at McKinsey & GoldmanSachs.

    He has written broadly on management development and organisational development including recent articles in T+D Magazine.  He is working on two books: Cowboys & Academics: Who Will Lead the UN for the Next 100 Years  and The Art of Organisational Dynamics: The Joys, Sorrows and Mind NumbingFrustrations of Working with Other People.

    He has a BA from the University of California, Berkeley, and a MA from Harvard University.  A native English speaker, he has a working knowledge of Arabic, French, and Italian. He is an active member of the Academy of Management and the European Group for Organisational Studies.