Inter~Logics  - Consultant Team

Consultants:

Chris J Blantern, MA (Management Learning), Dip Trg Mgt [Director]

Chris is a leading consultant in organizational and management learning, development  and change (individual and collective). He specialises in analysis and practice in organizations based on systemic and relational understanding of how organizations co-ordinate activity – particularly the organizing power of communications.

Chris has over 20 years experience of mentoring and advising clients, enabling pragmatic dialogue between key stakeholders and integrating action-orientated learning programmes in the context of real organizational change in the UK, Europe, North America & North Africa. Chris has undertaken numerous development, intervention and research projects aimed at helping managers, organisations, partnerships and networks to improve and enhance their  effectiveness and confidence.

Chris is an Associate of the TAOS Institute (USA) and a published author of numerous papers and articles - most recently in the burgeoning field of Relational Practice (2009) and Relational Action Learning (2008)

Tom Boydell PhD, BSc Tech [Director]

Tom is a Director of Inter-Logics and Visiting Professor of Management Learning and Leadership at the University of Lincoln.  For 20 years he was a Principal Lecturer at Sheffield Hallam University, then a partner in The Learning Company Project, which carried out research into learning organisations and ran an annual conference to disseminate good practice.  For the past 10 years has been a consultant.  Originally specialising in self-managed learning and self-development he then focussed on broader issues of organisational learning and change. 

Tom has authored/co-authored over 40 books, including the best-selling Manager’s Guide to Self-Development (McGraw-Hill, 5th edn 2007), The Learning Company (McGraw-Hill, 2nd edn 2000) and the subsequent Learning Company Toolkit (Peter Honey Publications, 2004).  These proved to be somewhat seminal works that have influenced a number of others in seeing the concept of a learning organisation as being much more than just a “training” organisation.

Christine Abbott , MA, Dip Trg Mgt , PGCE, MCIPD, Fellow ILM

Christine is a Senior Consultant with Inter-logics and also and Associate of the Beijing based Cambridgepragmatix .  Moving into academia following a twenty year career as a senior manager and director  in both health and social care, she was for five years a Senior Lecturer in Management and Leadership and corporate programme lead for both undergraduate and postgraduate awards.  Christine works with  the private and public sector middle senior and executive managers in both individual and group environments.  Throughout her career Christine has developed a reputation for innovative interventions that help both organizations and individuals effect service/business development and improvement.  Christine has a particular interest in building organizations internal capacity and capability to develop their staff and business/service and has recently developed programmes in facilitation techniques and coaching  for managers.  Recent research and subsequent journal publications include Lean and Learning – action learning for service improvement  (2008) and Am I doing it right – facilitation for managers   (2008) 

Christine is a Board Director of the Institute of Leadership and Management and former National Chairperson.

Peter Short BA, Dip Sys Mgt

Peter moved on from from the NHS in 2006 after 27 years as a clinician and manager to pursue his own interest in organisational development. Highland Consulting offers a rapid and effective response to clients who require additional help to make and implement decisions, resolve conflict or who require assistance with staff support and development. He has undertaken work in the Public and Private sectors in the UK and abroad over a period of 18 years, using a wide range of approaches and techniques. He offers coaching and mentorship to individuals as well as training in contemporary methods for achieving organisational success.

Throughout his career Peter has looked to be at the leading edge of innovation and improvement. He is deeply committed to a style of leadership that is open and inclusive, believing that all staff can be motivated to learn and change if they have the opportunity. Common themes have been the need to undertake major programmes of change, often against significant opposition, building relationships, creating partnerships, negotiating goals and ensuring clear benefit in return for asking people to risk change. Peter continues to look for opportunities where his skills and experience can be used to good effect.

Rasha El-Desouky, BA (Business Admin), PHR, HRCI

Rahsa is an experienced human resources consultant with over ten years experience in advising clients on Human Resource aspects both locally (Cairo) and regionally. Formerly a consultant with PricewaterhouseCoopers, her experience covers the areas of organization design, staff assessments, job analysis, job evaluation and grading structures, performance management schemes, human resources business process review and policies and procedures, change management, developing and managing communication plans, training and development, coaching, job/culture surveys & research, salary surveys and recruitment and selection. She has also delivered a number of market assessments and financial feasibility studies.

Rasha has also worked with clients to articulate their vision, mission and core values. Her experience includes working with leading organisations in telecommunications, construction, manufacturing, and fast moving consumer goods, both private and public sector enterprises (e.g. Egypt Post, PricewaterhouseCoopers, Dubai International Financial Centre, Orascom Telecom, Giza Systems Engineering Company). Rasha has led and supervised teams on several projects. Throughout her career Rasha has applied the high standards of quality and professionalism that she first learned at PwC.

David Shinegold

David has been the Skills for Care Lead Co-ordinator for the Berkshire sub-committee for the past two years. His role has included the management of projects specifically focusing on the development of the social care workforce. One particular project incorporated the delivery of Action Learning Sets to managers in Bracknell Forest Council’s Social Services Department. He is currently working on a project to deliver individual mentoring to social work/social care managers. He has been responsible supporting the Social Work Education Group which is responsible for Post Qualifying Training for social workers across Milton Keynes, Oxfordshire, Buckinghamshire and Berkshire. He has also secured funding and co-ordinated the work of Practice Learning Development Workers at Reading University, Oxford Brookes University, Ruskin College and Buckinghamshire New University.

Other recent projects have included the development of a new service in Bracknell to maintain people with dementia in their own home. This project won the Skills for Care Winner of Winners Accolade in 2007.

Previous Experience.  David has worked in a variety of residential children’s services for fifteen years – culminating in Principal of Barnardo’s Village at Barkingside. For five years, he was a member of the Polytechnic of North London CQSW Examination Board for the qualification of social workers. David has held a number of high profile posts including:- Special Services Area Officer for the London Borough of Hackney (responsible for the authority's Fostering and Adoption Services); Special Schools Health Team; Court Section; Assistant Director of the Jewish Care where he managed a budget of £12 million. For eight years, David was Head of Learning and Development of the New Dimensions Group which provides Residential and Community Services to People with Learning Disabilities and Mental Health Issues. He developed and implemented the organisation's Training Strategy for all of its 1200 employees including the co-ordination of the entire Training Programme and establishing an NVQ Centre. 

Qualifications. Certificate in Residential Child Care and the Advanced Certificate in Executive Coaching.

David Smallacombe CQSW DASS DSM

David has worked with Inter-Logics as an associate and joint development supporter for over 10 years. Through his own business he has consulted to London Boroughs and County Councils (including social services, housing, legal and planning departments), Health Trusts, PCG’s, PCT’s and Primary Care Practices. Other consultancy work has included input to the film industry, a computer technology firm, property estate management, the finance industry, private law practices, charitable organisations, voluntary organisations and a religious order.

David is a qualified social worker and across a social care change period spanning 30 years held roles as a basic grade Social Worker, Senior Practitioner, Team Manager, District Manager and Assistant Director in London Social Services Departments. Before launching his current business in 1996 he was the Managing Director for five years of an international training organisation based in London where training for psychotherapists and care sector managers was the focus for the company.

Expertise. He is an experienced communications consultant, facilitator, process and structure manager and coach in the business setting as well as in the local authority and not for profit social care field. More recently he has applied his consultancy skills to the social and health care arena where his experience in the early (1990) Community Care changes are once again very relevant to the current push towards integrated Local Authority and Primary Care Trust health and social care services. In addition the Government’s current modernisation agenda echoes much of the integration and individualisation (personalised budgets, self directed support and promotion of independence) work that David has been engaged for some  time. His current work includes a commission in a London authority integrated (health and social care) learning disability team where his task is to improve practice across the board with a particular focus on the social work element of the project where nearly 30% of the social workers are newly qualified.

Janet Atkinson BSoc Sc, FCIPD

Janet established her consultancy business in learning and development in 1996. Projects undertaken in the public and voluntary sector with organisations in social care and health include management and leadership development programmes, action learning, team building, 1-1 coaching and the facilitation of large-scale events. Recent examples include work with users, carers and professionals on the development of strategies for acute mental health care services, housing for adults with learning difficulties in Kent and Lincolnshire and currently the personalisation agenda in Staffordshire.

Action Learning has been central to many development programmes in which Janet has played a key role. Examples include the London and East Midlands Schools for Social Entrepreneurs; three women's Career Development Programmes with the former English Partnerships and a Consultancy Skills Programme for Rotherham PCT.

Janet's early career in the USA and the UK as a community development worker was followed by practice teaching with the Family Service Unit and lecturing in social work at Sheffield University. In 1986 she developed a regional multi-agency training network based at Sheffield Hallam University developing the skills to work across organisational cultures and boundaries. She was involved in the development of the Post-Qualifying Framework for social workers, the development and accreditation of PQ programmes and the assessment of candidates. For 10 years until 2007 she was the external adviser to Wakefield Family Services Post Qualifying Awards programme.

Fiona Scrase  CIPD  DHRM  CPCC  

With a local government background, Fiona now works mainly within the public sector. She is currently delivering an on-going Action Learning facilitator training programme for Imperial College Healthcare NHS Trust. Other projects include running Action Learning sets for Creative Agents in Derbyshire, Nottingham and Lincolnshire areas; working with Joseph Rowntree Foundation on a pilot action learning programme for managers; supporting a team of in-house facilitators within the Renal Action Learning project at Imperial College Healthcare NHS Trust,  and organising quarterly events for the Action Learning for Facilitators forum. 

Other recent projects include facilitating an interactive one day Action Learning conference at Henley Business School using an Open Space approach; facilitating a business review process with the board of Redbridge PCT; the consultation, design and delivery of a business planning process for Hull CVS that involved trustees, volunteers and staff; team events for the Children's Trust Unit, York City Council.

Previous Experience. Fiona has been a consultant since 2003 after six years working in local government in various Human Resource Development roles. She set up a consultancy that specialises in team coaching and development, action learning and facilitation. Her work has involved work with Council Members, housing associations, local government, Department of Work and Pensions, the voluntary and health sectors. Most of Fiona's projects have been working with senior and middle managers and health care professionals facilitating learning and development based initiatives predominantly using action learning and large group facilitation interventions.

Fiona's expertise lies in the field of facilitation, in particular in Action Learning, both facilitating sets and training facilitators.  She is a skilled facilitator of large group processes such as Open Space and Organisational and Relationship Systems Coaching. She is also a qualified coach, mentor and mediator.

Helen Jones  BA(Hons.), DG&C., DipPCP

Helen has worked as an independent consultant since retiring from the University of York in 2003.   Her work in recent years has been mainly in psychotherapy and facilitating Action Learning as well as one to one mentoring and supervision.

Previous Experience. At the University of York from 1995 she was Director of the Centre for Leadership Development.   During those years she led a large number of leadership development programmes mainly for the public sector. These included Chief Executives, Senior Managers, as well as practitioners including social workers and doctors.  The Centre ran many programmes for social care and clinical leadership and worked in partnership with Keele University over several years.   She was the programme director for a highly regarded MA in Leading Innovation and Change for people in social and health care. Action Learning sets were an integral part of the programme. Helens counselling, coaching and mentoring skills have led her to work closely with newly qualified professional staff in all disciplines both as individuals and in groups.

When she joined the NHS in 1987 she designed and managed a regional Action Learning programmes for professional staff in health and social care both separately and jointly. Her work in the Trent region included a development programme for people from both Social Work and NHS backgrounds. Action Learning was the underpinning framework for these programmes.

Janie Wilson MSc CQSW BS Hons  PCC DTM  MCIPD  FMI

Janie is a professionally qualified coach, social worker, mentor, and facilitator. She began her career as an HIV  Social Worker. She moved into facilitation and  learning and has run a diverse consultancy practice since 1990. She works across sectors, and internationally, bringing clarity to complexity. She recently became an associate of Inter- Logics. 

Previous Experience. For many years  Janie has designed and delivered Action Learning programmes to a variety of audiences. She currently facilitates  the Leading On Programme, with NHS Northwest, running peer- development centres and Action Learning Sets for career and leadership development. She recently worked with Joined up Justice in the South East, delivering Action Learning and facilitator training to promote multi disciplinary working across the justice and social care sectors. She also worked with Action Learning Matters on two 3 year national evaluated programmes (led by NAVCA / NACVS) delivering Action Learning  and facilitator training to develop management and leadership across the not for profit sectors. Janie runs open Action Learning sets  for CEO’s and managers, facilitates Action Learning for School for Social Entrepreneurs and is applying for ILM accreditation of a facilitators programme.

Janie is an experienced facilitator of Open Space events: planned events include wellbeing in Lambeth, Brook Advisory Service and the Black Health Agency. She delivered two conferences for Southwark Partnership Board, using World Café to inform health and social care investment planning around Older People and Working Together. She has facilitated a series of creative team development sessions to improve multi disciplinary working for Sutton and Southwark YOT teams and Southwark Early Intervention Team. She has worked on several consultations including Bart’s NHS Trust reviewing partnership working between health, social care, service users and carers in line with Government policy. She has worked with the Cabinet Office on teenage pregnancy, developing a Promising Practice Programme to bring together social care and health to develop new ways of working to reduce the rate of teenage pregnancy. Her international work has involved facilitating complex partnership events for UNAIDS, and developing projects to support Street Children for UNESCO

Trudie Fellows MSC, CIPD, DIP PER MGT, HCIMA

Trudie became an associate of  Inter-logics in 2009 and following a long and successful career in managing training and development functions in both health and social care, is in the process of building a profile of work in facilitation of both large and small groups in this sector.   Trudie has 22 years experience managing training and development functions focusing on the interface between health and social care.  One of her responsibilities was the induction and support of social work placement students and subsequently the support of newly qualified social workers in hospitals throughout the Yorkshire region.

In 1998 – 2006 she established and designed the University Foundation Award for Health and Social Care with the University of Hull, delivering modules in Leadership, Team Building, Change Management, Conflict Resolution, Motivation and Delegation. She also ran the accredited Certificate in Health and Social Services Management with Castle Hill Hospitals in Hull moderated by the University of Hull.

For 10 years she has was involved in the Life Long Learning movement with the WEA and Trade Unions. Trudie secured funding for Bite Size courses, Return to Learn and Study Skills programmes. The programmes are specifically designed to support newly qualified staff and those returning to work in the social care sector. These endeavours were recognised in 2000 from the then Secretary of State for Health, Alan Milburn.  

Emma Smallacombe  PGCE  BSc

Emma became a consultant with Inter-Logics in 2005. Her projects have included administering the Skills for Care New Type of Worker Phase One action learning sets for four regions, a research project on pathways for career development in social work, two research projects on the impact of the Skills for Care NToW programmes within care homes, as well as survey analysis for the NHS Institute.

In 2007 Emma became a consultant FACS Assessment Coordinator for Reviewing Solutions where she managed their review and assessment process for contracts with several local authorities.

In 2003 Emma became Projects Officer for the Greater London Post-Qualifying Education and Training Consortium where she helped to administer the registration and certificate issue of social workers undertaking post-qualifying studies, which involved working closely with the General Social Care Council.  Emma also undertook two research projects for GLPQ; one around the support employers offered to social workers undertaking post-qualifying studies, and one into the involvement of service users and carers in the content and assessment of post-qualifying studies.  After a break to complete her PGCE, Emma returned to work part-time for GLPQ in 2005 and since September 2006 Emma has overseen all administrative functions performed by the Consortium.

Prior to this, Emma worked as the head of the Mathematics Department at Motufoua Secondary School in Tuvalu in the South Pacific for two and a half years, before returning to the UK to undertake a PGCE in secondary mathematics education.

Partners:

Bluestone Organisation Development Ltd

http://www.bluestone-od.co.uk

Bluestone was established in 2003 to provide HR consultancy, coaching, and learning and development to businesses and public sector organisations throughout the UK.

Sheila Williams

Sheila is an experienced HR professional and coach.  She provides coaching, consultancy, and learning and development to clients across public and private sectors. This work has been delivered within the context of organisations undergoing rapid change, merger or re-structuring and has entailed working with Boards, Executive Teams and operational groups.

Sheila holds a post-graduate Diploma in Management, NVQ Levels 4/5 in Training and Development and a Diploma in Performance Coaching. She is an accredited facilitator for the Strengths Deployment Inventory and a number of 360° feedback tools.

Mandy Thomlinson

Amanda is an organisation development consultant of many years experience substantiated by academic achievement. Her style is facilitative and diplomatic yet focused and direct. With both analytical and creative skills, she is a team player able to bring new perspectives and solutions to projects. She brings expertise, high professional standards and enthusiasm to any challenge with which she is presented. Her experience embraces business planning and management, service reviews and development together with learning design and the facilitation of teams and individuals through organisational change.

Amanda hold first stage Accountancy qualifications and the University of Leeds MSc in Medical Sciences

Development Resources Ltd

Martin J. Hughes BA, MBA, MCIPD, MIMgt

Martin’s management career includes 7 years in the textile industry, 4 years running a recruitment consultancy and 5 years as a human resource manager in the engineering industry.  His qualifications include a degree in psychology and systems, Membership of the Chartered Institute of Personnel and Development and an MBA from Cranfield School of Management.  Since 1980 he has worked as a consultant with his own company, Development Resources Ltd. 

He has wide experience of consultancy assignments and presenting training courses to a large range of organisations.  These include British Airways, Novartis, Astra Zeneca, British Tourist Authority, United Utilities, Burton Group, Prudential Assurance, Kent County Council, Department for Education and Skills, Bank of China, Hong Kong Civil Service, University of Manchester, Nestlé, NHS, Storage Technology, Yorkshire Electricity, British Telecom, Legal and General, W.L. Gore and KPMG.  Core skills include Human Resources Management, Organisational Learning, Knowledge Management, Team Leadership, Cross Cultural Management and Business Ethics and Equal Opportunities and Diversity.

 Martin has presented courses in 26 countries and 5 continents.  He is a visiting lecturer at Reims Management School, Kosminski Management School, Warsaw, Maastricht Management School and has also presented courses at Ashridge, Cranfield, Manchester Business School, Manchester and Sheffield Universities.

Recent Activities & Clients

[IL] = Led by Inter~Logics; [DR] = Led by Development Resources; [B] =  Led by Bluestone OD

APM TERMINALS - The development of international performance management and staff development programmes and systems including  coaching and mentoring for senior and middle finance and technical staff, and senior port managers [IL]

AVON INFORMATION MANAGEMENT AND TECHNOLOGY CONSORTIUM -   Skills analysis and audit  for 11  health and social care organizations(32000 staff) to determine ICT learning needs  [B]

CEREDIGION SOCIAL SERVICES - Long term engagement – multiple consultancy projects. Inter-organisational working, stakeholder management , service redesign, cultural change management all aimed at reducing  Social Care & Health Service anomalies across the county. [IL]

EGYPTIAN NATIONAL POSTAL ORGANISATION  -   Individual and team development of senior middle managers,  & training in the use of Six-Sigma tools and processes. Action learning support of re-engineering projects to improve  the performance and market share of the parcels service and  of the express mail service & to increase the revenue of the financial services (post office banking) [IL]

GRIMSBY/N & NE LINCOLNSHIRE  NHS TRUST  -   The management of a redundancy programme (150 people). Also  mentoring, counselling and outplacement [IL]

GROUNDWORK TRUST - Skills analysis and audit,  working with the senior team to identify the skills required, both leadership/management and technical/professional,  followed by an audit of all staff and a staff development programme [IL]

LOCHABER  ACTION ON DISABILITY  -  Organisation development, engaging stakeholders ( Trustees, staff and clients)  in evaluation and option appraisal,  risk management, contingency planning and  , portfolio development to create a turn-around programme for the Charity [IL]

LOCHABER WOMEN’S AID - Organisational change plan and programme  of learning and development for all stakeholders. Working with Trustees to strengthen governance arrangements. Supporting  successful bids for increased resources to implement the Scottish Government’s ‘Violence Against Women Strategy’. [IL]

LONDON UNDERGROUND  -  Organisation-wide knowledge management practice audit and risk assessment  - in response to senior management’s realisation that many long-serving engineers were leaving prior to Transport for London rationalization [IL]

MEDICAL FOUNDATION FOR CARE OF VICTIMS OF TORTURE - Glasgow. Engaging with stakeholders to identify gaps in provision, manage the portfolio, negotiate service specification, engineer processes, recruit and coach staff and evaluate the  service [IL]

MOTT MACDONALD  -  The development of a major knowledge management strategy and process for this international Civil Engineering Consultancy [IL]

NHS INSTITUTE FOR INNOVATION & IMPROVEMENT  -  Programme management, communications strategy, stakeholder management/engagement to support the technical development of the NHSI’s extensive new interactive web platform development & roll out. [IL]

NORTH WEST REGIONAL IMPROVEMENT AND EFFICIENCY PARTNERSHIP  -  Evaluation of first year of partnership working  [IL]

ORDERS OF ST JOHN CARE HOMES.  Transfer of 18 residential care homes from local authority to private ownership & transfer of all staff. Involved TUPE, due diligence, reward packages, contingency planning, extensive knowledge of employment law [IL]

RESEARCH PROJECTS  -    Funded research projects, including Social Care Organisations as Learning Organisations; New Forms of Organisation; Leadership in Networks; Current Best Practice in Leadership Development [IL]

SKILLS FOR CARE (England) -  18 New Types of Working  projects (Transformation Agenda)  - organisational change supported by action learning; process reengineering to support personalisation in care; action learning and coaching of NToW “Champions”.  [IL]

ROTHERHAM CHAMBER OF COMMERCE, 22 MEMBER ORGANISATIONS  -  Audit, development and implementation of Equal Opportunity and Diversity policies and working practices [DR]

THE NATIONAL EMPLOYMENT PANEL (incorporation into the UK Commission for Employment and Skills) - HR support  - harmonising job descriptions and specifications for a TUPE, & 1  - 1 personal redundancy/redeployment support for each staff member  [B]

TRENT STRATEGIC HEALTH AUTHORITY - improve access to services across Lincolnshire.  Process re-engineered  pain management clinics, stroke services, first response team operations, diabetes care and care at home services for the terminally ill. Project managed using PRINCE2  [IL]

TRENT STRATEGIC HEALTH AUTHORITY  -  change management involving redundancy, TUPE,  and risk management, merging  of Trent SHA with Leicester, Northampton and Rutland SHA to become  NHS East Midlands [IL]

UNIVERSITY OF LINCOLN  - review, revision and development of a range of HR policies.  These included recruitment and selection, probation, capability, discipline & grievance, anti-bullying and harassment and absence management [B]

VARIOUS, including Carlisle Housing Association and United Utilities. Design and implementation of assessment centres and development centres [DR]

VARIOUS, including the NHS LOGISTICS AUTHORITY, STORAGE TECHNOLOGY LTD, EAST MIDLANDS LOCAL GOVERNMENT  -  Development and implementation  of 360 feedback system, including competence frameworks, appraisal  and coaching  [IL]&[DR]