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Using the methodology outlined by Cameron and Quinn, and building on MBTI work already carried out amongst the Senior Management Team.

A process of rolling out the culture change programme was devised and adapted in consultation with the Team, using a mixture of group and individual work to involve all members of the community including trustees in the culture change process.

This ensured commitment to the eventual vision on the part of all stakeholders, and gave the programme the greatest possible chance of success.

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