CASE STUDY 1: DIVERSITY AND INCLUSION
ECG’S APPROACH: ECG conducted interviews, reviewed the college’s diversity strategic plan and the college’s assessments of student success, diversity/inclusive messages on college website, student climate survey, conducted meetings with leadership team for minority student success, provided editorial services that promoted new approaches to diversity, and designed and facilitated six student focus groups.
IMPACT: ECG’s insights helped the College develop effective tactics with boundary management so that conversations with and among the College community were more culturally inclusive. One such mechanism was the implementation of authentic dialogues among students. A coordinated system for implementing media rich channels cross-functionally and with key stakeholders was incorporated in the strategic plan. This allowed the Executive Director to have more efficient response time for upcoming meetings, events, and for reporting updates to the College’s President for his engagement with county and state officials. A name change of the diversity office resulted from the rebranding.
CASE STUDY 2: CONFLICT MANAGEMENT
ECG’S APPROACH: ECG conducted interviews with the staff, a previous interim director, and reviewed policy documents, program objectives, and reporting relationships. Following our analysis of data, a feedback session was made to the director and his staff of the emergent themes that characterized systemic and organizational cultural issues and concerns. ECG made a number of recommendations for immediate and short-term actions, among which was a facilitated two-day staff retreat in Conflict Resolution, Effective Communication, and Team Building.
IMPACT: ECG’s integrated methodological and strategic approach to the data collection and staff retreat provided the clarity for the program Director and staff. They reported having easier conversations and information sharing and greater collaboration on weekly targets, recruitment strategies, increased work flow, accountability, and improved interpersonal communication among themselves and their strategic partners. The program achieved its compliance goals for the first time in its four-year existence.
CASE STUDY 3: CURRICULUM DEVELOPMENT
ECG’S APPROACH: Our subject-matter-experts (SMEs) researched telecommunications regulations and policies related to the eight areas identified for reform in the industry. ECG also leveraged its experience in curriculum development, diversity advisement, strategic human relations, change management, and adult learning theories to design train-the-trainer interactive, multi-media modules.
IMPACT: The project assisted the ITU greatly in achieving its mandate in streamlining gender equity in its member countries, several of which represented a cross-section of the global information communication and telecommunication ICT sector in 193 countries and 700 partnerships in the private sector and academic institutions.
CASE STUDY 4: LEADERSHIP DEVELOPMENT
ECG’S APPROACH: ECG’s Leadership That Matters™ format was used, engaging the participants in role plays that modeled how leadership skills interfaced with effective communication and small group dialogues that allowed experiences to emerge and be shared in the large group. The seminar addressed issues of leadership communication, role clarity, mindsets, attitudes, motivation, and followership patterns that enable elected officials to maximize their leadership potential.
IMPACT: Participants left the workshop energized and reported that they were more equipped to listen to real needs of constituents and disclosed that examples shared on how to influence ethical stakeholder relationships, were very helpful.
CASE STUDY 5: STRATEGIC AGILE COMMUNICATION
ECG’S APPROACH: We worked with all levels of the organization in performing a communication gap analysis and assessment of communication needs and competencies, mapped key stakeholders, and provided mechanisms by which to engage their strategic partners more efficiently. ECG designed and administered an online staff survey, designed and facilitated focus groups with administrative staff and media managers, and interviewed executive staff of the organization. Data collection also included the analysis of working documents and policy papers. We delivered three formal status reports – Inception, Intermediate and Final – and held regular meetings with the leadership team to ensure all required deliverables were on schedule and of the highest standard. The final report was delivered in a professional slide presentation to the executive staff.
IMPACT: It became evident that implementing the work plan required training the staff in effective internal and external communication; this was our recommendation. The organization issued the procurement to train all staff in cross-functional and effective communication and hired a communication coordinator as we had advised.