Alain Gauthier a animé le 8 novembre 2013 un atelier sur la transversalité aux Entretiens Albert Kahn du Conseil Général des Hauts de Seine.
Alain Gauthier a animé le 5 novembre 2013 une session à la Fondation Télécom sur le co-leadership comme nouvelle forme de pouvoir dans l’entreprise numérique
(Article originally published in “The Fifth Discipline Fieldbook” by Peter Senge et al (Doubleday Currency, 1994)
Alain Gauthier, an interdependent consultant formerly with McKinsey in Europe, works particularly in developing and coaching executive teams. He developed “Strategic Priorities” as a next step beyond co-creating a vision: a means to turn visions into specific goals and a practice field for the team. Continue reading
( Published as a Chapter of “Learning Organizations – Developing Cultures for Tomorrow’s Workplace”, Edited by Sarita Chawla and John Renesh, Productivity Press, 1995)
My objective in this chapter is to illustrate the challenge of building learning organizations in a service industry that has to reinvent itself amidst drastic and multifaceted changes. This challenge calls for stewardship among healthcare leaders – the ability to see a broader picture and to take a long-term view. As Peter Block defines it, stewardship is also the willingness to be accountable for the well-being of the larger community, by operating in service of those around us. Continue reading
Detailed Outline for Two Sessions
Day 1 Morning (8:00 am-12:00 pm)
- Welcome; facilitators’ introductions; review of purpose and intended outcomes
- Participants’ introductions and individual expectations
- Suggested ground rules for the two sessions
- Program overview (how we will spend our time together; mix of individual, team and group activities)
- Questions: what does learning mean to you personally?
- What are some key leadership qualities for healthcare today?
- Review of key characteristics of learning organizations and corresponding shifts in leadership roles and competencies; introduction of vision-current reality-creative tension and of iceberg views of reality; types of structures (drawn from participants).
- Current obstacles to learning and functioning as a team between physicians and administrators (in teams, followed by debrief) Continue reading