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Patrick Parker-Roach
Pat@ThoughtRoads.com
[+1] (978) 448-9489
Pat@ThoughtRoads.com
[+1] (978) 448-9489
ThoughtRoads is managed by Patrick Parker-Roach, an international speaker and management consultant whose presentation skills were honed during four years working in Digital Equipment Corporation’s European Customer Centre in the South of France where he designed and delivered events for European business executives and consulted in their leveraging of emerging technologies.
People don’t mind change as much as they mind being changed.
Pat’s Theory of Change
Pat’s Theory of Change
Implementing the outcomes of meetings, at some level or another, involve instituting change. Pat’s approach to meeting design is to involve the people closest where the change will occur in its design. Even if solutions to problems are obvious, he does not provide answers. Rather, he guides people though the solving of their own problems greatly improving the chances of successful implementation.
He calls this his Sherpa Guide approach to meeting facilitation.
He does the planning, logistics, and carries the packs, but
the ownership of the ascent lies with the participants!
He does the planning, logistics, and carries the packs, but
the ownership of the ascent lies with the participants!
There are two subtle but powerful attentions to this approach; the foreground focus is concerned with solving the issues at hand--Meetings That Work—while the background focus is concerned with leaving participants with the softer skills leading to--Teams That Learn.
The Foreground Focus
Creating Meetings That Work
Creating Meetings That Work
Pat has a deep toolkit to pull from in guiding people through the myriad problems that arise in organizations: strategic planning, business process design and modeling, brainstorming, After Action Reviews, Stakeholder Analysis, Design Principles Development, Root Cause and Consequence Analysis, Visioning, Implementation Planning, World Café, Open Space, Team Building Games, Wall Charting and Graphic Recording, Problem Identification and Analysis, etc. These proven tools solve problems in ways that create ownership and commitment to successful implementation.
The Background Focus
Creating Teams That Learn
Creating Teams That Learn
The byproducts of the Sherpa Guide approach are many. Participants are learning management, business and leadership skills without even knowing it by being guided though techniques in the context of their own problems. Perhaps more important than learning the techniques, are some of the softer byproducts: trust, teamwork, development of shared language and understanding of their issues, dialogue and communication skills—in other words—they embark upon the road to a learning organization.
Pat was invited to become a founding member of the Society for Organizational Learning and has been a consultant in the following organizations:
Pat was invited to become a founding member of the Society for Organizational Learning and has been a consultant in the following organizations:
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