The Forgotten Workforce
Graham Curtis will be running a conference session about The Forgotten Workforce. It aims to be a provocation to all of us to reflect upon our practice and the clients that we serve.
- To what extent do we explicitly discuss with our clients the democratic and equity focussed values upon which OD has historically been framed?
- How much do we challenge our clients on what they are doing to support the development of those that don't fit into neat 9 box grids of measurable potential (and how much do we really believe that we can measure potential that way anyway)?
- Are we colluding with our clients to maintain our relationships - and the income and repeat business that comes with?
- Can we offer more challenge towards creating a fairer more equitable world of work?
About Graham
Dr Graham Curtis, DMan, MSc is Director of Learning and Research, Roffey Park Institute
Graham’s focus is on supporting people and organisations to be the best they can possibly be through maximising their potential. At Roffey Park Graham works with clients and senior stakeholders to support strategic thinking and organisational transformation.
Graham’s approach to understanding the development needs of leaders and organisations was forged in his early career in operational leadership and management. Having completed his MSc in People and Organisational Development at Roffey Park in 2009 he went on to hold numerous senior roles, leading Organisational Development and Human Resource functions. More recently he completed the Doctor of Management Programme at the University of Hertfordshire, During his doctoral research he took up theories of complex responsive processes of relating to understand the role of the OD practitioner in organisational culture and change. Graham is a master practitioner of NLP and holds certification in several psychometric tools such as MBTI, FIRO-b and Wave.
He has over 25 years of experience, working in the UK and internationally. He has designed and led the delivery of global leadership and management development programmes in the UK, Nigeria, Kenya and Columbia aimed at supporting and challenging participants to reflect on their practice and their relationships with their teams. He has also led global transformation programmes, supporting organisations to deliver more distributed and diverse governance and leadership.
Graham believes that great leadership is founded on developing our flexibility in response to dynamic and emergent situations through growing our curiosity, and our capability to reflexively engage in the contexts in which we find ourselves and our relationships with those around us.