603 Organ courses in Glasgow

Recruiting great people to our organisations is the key to high performance and sustainable business success.

This half day course is designed to help participants learn more about the new legal form for charities, the Charitable Incorporated Organisation (CIO), which was introduced in January 2013. The session will set the context and background to the introduction of the CIO, explore its potential benefits (and weaknesses) when set against the company limited by guarantee structure and introduce the two constitution models – the Foundation version (where only trustees are members) and the Association model (where the organisation’s membership is wider). By the end of the course participants should have a deeper knowledge of the subject so that they are able to make a more informed choice as to whether this legal entity might work for their organisation.

We develop tailored courses that cater to your organisation's specific workplace wellbeing goals. If you can't find what you're searching for, don't hesitate to contact us. Many of the services and courses we currently offer were developed as solutions to a client's specific requirements. Since 2019,

FourSquare Training specialise in private, corporate Microsoft 365 courses delivered at your premises and tailored to your needs.

FourSquare Training specialise in private, corporate Microsoft Teams courses delivered at your premises and tailored to your needs.

FourSquare Training specialise in private, corporate SharePoint courses delivered at your premises and tailored to your needs.

Level 3 Diploma in Supervising Licensed Asbestos Removal

Project Leadership Skills: In-House Training To be effective within an organization, project managers need to have a wide variety of skills and abilities. Included among these are: creating and executing on a vision; motivating others; influencing without authority; networking; communicating up, down and laterally; negotiating; managing stakeholders; and managing conflict. This highly interactive workshop focuses on building the soft skills that are critical to leading a team and creating sustainable business change. Participants will gain insight into the social science as well as the brain science behind motivating and empowering others. They will learn and experiment with a variety of influencing strategies and tactics. Working in pairs as well as small groups, they will collaborate with others to brainstorm, share experiences, and apply concepts to everyday challenges. Participants will also discover their personal communication preferences, strengths, and blind spots and will gain insight into how best to communicate with others they find 'difficult.' They will gain insight into managing the people side of change, learning strategies for dealing with each step in the process. Hands-on negotiation and conflict management activities enhance the theoretical learning, grounding it in real life and making it actionable. Interweaving role play with experiential learning and group activities, this course will help participants refine a skill set that is invaluable to their organization, and one that transfers easily across their professional and personal lives. What You Will Learn At the end of this course, you will be able to: Explain the importance of vision in driving motivation and engagement Apply science-based research to better motivate those around you Strategically leverage both personal and positional power to achieve positive project results Determine influencing and networking strategies needed for personal growth Identify ways to problem solve communication challenges when others have different personality styles Connect stakeholder expectations to project success criteria Assess key stakeholders across various dimensions of complexity Apply the four rules of principled negotiation to a real-life conflict situation Recognize key aspects of a physiological response to conflict Utilize selected tools and techniques to 'defuse' an emotional situation Leverage various strategies and tactics to successfully deal with ambiguity at work Getting Started / Foundation Concepts Introductions Course structure, goals, and objectives Beginning a personal action plan Managing Vision and Purpose / Motivating Others Communicating and aligning around vision Tying the present to the future The importance of purpose The art and science of motivation Networking and Influencing Positive politics and project success Types of power within organizations Power and influence Networking best practices Communication The medium and the message Personality and communication styles Communication challenges Stakeholder Management and Negotiation Identifying stakeholders Analyzing stakeholders Negotiation basics Principled negotiation Conflict Management Dynamics of conflict The anatomy of conflict Conflict management approaches and tools Dealing with ambiguity Summary and Next Steps Key concepts review Creating your personal action plan

Strategic Thinking: In-House Training The goal of this course is to provide you with the building blocks and the motivation to develop the critical skill of strategic thinking. The participants will consider a four-part model that distinguishes strategic thinking from strategic planning and managing. With that understanding, you will investigate the critical components of strategic thinking and how to apply it effectively. What you Will Learn Define strategic thinking and distinguish it from strategic planning and management Explain a high-level approach to gaining strategic thinking skills Integrate other interpersonal skills, such as self-awareness, systems thinking, leadership, constructive conflict, and collaboration, into the fabric of strategic thinking skills Select appropriate techniques to apply strategic thinking in specific situations Recognize and emulate effective strategic thinking behaviors Getting Started Introductions Course structure Course goals and objectives Foundation Concepts Interactive event: Define Strategic Thinking (ST) Interactive event: Discuss relationship of ST with Strategic Planning, Management and Decision Making Strategic Level Framework - Tying it all together Strategic thinking attributes Strategic Thinking Critical Success Factors Strategic Thinking Critical Success Factors - 5-part model Strategic Thinking and the Organization Critical Success Factors Model applied to an organization Tools Introduction (5): Environmental, 5 Forces, SWOT, Value Proposition, Integral Theory of Worldview Video: Fog of War Strategic Thinking and the Individual Critical Success Factors Model applied to an individual Tools Introduction (5): Thinking Styles, Six Thinking Hats, Reverse Thinking, Systems Thinking, Integral Theory of Worldview Strategic Thinking at the Interpersonal and Team Levels Emotional Intelligence - Self Awareness and Working With Others Team Leadership and Trust Constructive Conflict as the Gateway to Collaboration Interactive event: Testing the Models - Challenge Perspective; What's Missing Applying the critical skill of Strategic Thinking Worldview: Team versus client Trusted Advisor Interactive event: Doing what is asked (Case study, wherein participants review the default case scenario prepared for this workshop and add specific details to make the scenario more relevant to their experiences / needs. Teams develop an action plan for applying ST concepts and techniques they have learned here to the situation, then compare and contrast results.)

Overview Appreciative Inquiry is a form of action research that collects people’s stories of best practices. We can use these best practices as a way to initiate organisational change. This course will guide attendees through the process of Appreciative Inquiry (AI) and give them the techniques to succeed in using the AI system. This course will benefit anyone that leads change and wants to create positive dialogue that leads to improvements within their organisation. Description David Cooperrider, Suresh Srivastva, and their colleagues at Case Western Reserve University developed AI in the 1980s. According to them, the aim of Appreciative Inquiry is to help the organisation in: Envisioning a collectively desired future Realising that vision in ways that successfully translate intention into reality and beliefs into practices The AI approach can be applied in almost all groups of people and once the process starts, the change is put in motion. The appreciative approach works in individual conversations among colleagues, managers and employees. AI consultants around the world are increasingly using an appreciative approach to bring about collaborative and strengths-based change. This course will provide attendees with the means to effectively develop the skills of managers for the benefit of their organisation. They will be taken through the full process of appreciative inquiry; developing a wide understanding of the tools and techniques required to effectively improve communication and affect change. What can Appreciative Inquiry achieve? Well, just imagine you were better able to: Solve problems within an organisation in a positive and forward-thinking way. Be more curious and excited about the challenges faced within the business. Ask unconditional, positive questions to strengthen the organisations capacity to increase potential. Approach change in an affirmative mindset. Use questions to create movement and change within the company. Simply apply core communication skills, for overall organisational success Topics covered: What is Appreciative Inquiry? – A review of the subject with an activity that helps embed understanding and a case study that explains the process in action. Benefits of Appreciative Inquiry to the Organisation – Establishing how AI can aid and improve the way an organisation works and how people communicate within it. Exploring how specific organisational issues can be viewed positively. Appreciative Inquiry Questions – Understanding how questions can be used to identify positive organisational improvements and refocus our approach to business issues. Appreciative Inquiry Interviews – A set process for performing AI interviews and framing consultations to get the best out of those involved. A chance to practice the given approach and hone personal skills. The 4D Model – An overview of the AI 4D Model (Discovery, Dream, Design, Destiny) and how it is applied. The 4D Model: Topic – Demonstrating how selecting the topic is the beginning of the 4D model process. Choosing the participants own topic to work on throughout the training. The 4D Model: Discovery – Showing how positive discussions are kick-started at this stage and taking a chance to look at, ‘the best there is and what has been’. The 4D Model: Dream – ‘Thinking big and beyond what they have in the past’. Creating an amazing and positive vision for the future. The 4D Model: Design – Laying the foundation with a design of the vision, principles, and set of propositions that describe the ideal end state. Defining the desired state by creating a hierarchy and blueprint for success. The 4D Model: Destiny – Defining clear actions that will help the organisation and individuals achieve what they have set out to. The output is the self-reinforcing nature of using positive and affirmative inquiry to improve the business. The 4D Model: Summary Task – Review of learning and knowledge check. The Change Process – Exploring Dr. Kotter’s 8-step change process and how it can support the AI approach. Rooms of Change – Understanding feelings and attitudes to change, using this interesting and memorable model. Using an activity to help participants consider their own ‘change position’ and what this might mean for them. Strategies for Managing Change – A simple set of skills to help overcome the challenges faced by people trying to implement change. Applying these strategies to the 4D Model and Appreciative Inquiry. Recall Quiz – A chance to review learning in an engaging way. Summary – Developing actions and key points to take away. Who should attend Managers who want to learn about and practice the Appreciative Inquiry approach to drive positive changes. Requirements for Attendees None.