Any of these chapters can be custom designed
to meet the unique needs of your organization.
Artemis can conduct the training or license
your in-house staff to do it themselves.
Chapter I: Seeing the World with New Understandings
This chapter includes two questionnaires that help readers understand the realities of today's complex business environment and the changing demographic composition of the work force. The chapter also includes an individual exercise entitled: The Wheel of Life.
Chapter II: A Brief History of Work-Life Issues
In this chapter readers are taken on a swift journey from the agricultural age to the industrial revolution to today's technological global business world. Recent trends in work-life policies and programs are reviewed. A new model is presented to help readers understand the current approaches to work-life and the reasons many managers and employees have resisted adopting this approach.
Chapter III: A Systems Approach to Change: Moving Beyond Policy and Program
The results of the Ford Foundation research are outlined in this chapter. A new model for conceptualizing and addressing work-life dilemmas is presented. This new systemic approach results in a win-win for both the business and its staff. Many case studies are vividly described so participants can learn how other organizations have benefited from this new systemic approach. Exercises then help readers apply what they have learned to their unique individual and organizational situation. Titles of the exercises include: Exploring Assumptions about Time; Examining Habitual Work Processes Using the Five Point Model.
Chapter IV: Managerial Influence in the Achievement of Work-Life Integration
Numerous research studies have demonstrated the significant influence managers have on an employee's ability to integrate their work and personal lives. This chapter is designed to provide manager's with concrete skills to help them manage more effectively in today's challenging business environment. The old leadership models were created for production workers. Today, our knowledge and service workers require new managerial styles. Managers will leave the workshop with new strategies they can use upon returning to their work sites.
Chapter V: Managing Change and Flex-Ability
Most change efforts fail because they are managed poorly by both managers and staff. This chapter provides specific strategies for planning and implementing change so the results are welcomed and the goals are achieved. Participants are taught about the emotional response cycle for change. A variety of exercises help individuals and managers address their natural anxieties.
Chapter VI: Integrating and Implementing Personal and Organizational Change
For change to succeed, measurement criteria need to be identified up front. This chapter suggests specific criteria and helps participants determine appropriate criteria for their unique environment. Readers are provided with an action planning framework so they can commit themselves to follow-up activities that will improve their personal and organizational effectiveness.
Chapter VII: Supplemental Information
This last chapter provides page after page of research facts and testimonials from organizations that have benefitted from using this approach.