‘Involving people affected by change and allowing them to provide input on issues that matter to them, for example, large scale strategic conversations, is more likely to result in people owning the change process and its outcomes’
This principle was used in our work with the University of Brighton recently, here’s what we did…
The University of Brighton may trace its history back to 1859, but its style of governance and the scope of its ambition for students and faculty is notably forward-looking. The institution serves 20,700 students across five campuses and is a major university for the professions. UniBrighton’s strategic leadership called us in to help drive a new approach to developing their future strategy: they wanted the initiative to be broad, inclusive and engaging, to harvest and build upon a wide and representative selection of ideas and suggestions.
The meetings were attended by around 400 staff from all campuses, across the professorial, administrative and support dimensions. The concentrated ideas and insights will be used to create a strategy for UniBrighton.
The physicality and psychology of people arranging themselves in order of their length of service was fascinating!
An awful lot can be achieved involving a lot of people in a very short space of time!
What people said
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