Martin Orridge – författare

Most of the activities in Martin Orridge’s book require little in the way of either expertise or equipment. Yet they provide a powerful way of stimulating creativity, helping people to enjoy learning, or simply injecting new momentum into the training process. Each activity is presented under a standard set of headings, including a brief description, a statement of purpose, likely duration, a note of any materials required and detailed instructions for running the event. In addition there are suggestions for debriefing and possible variations. To help users to select the most appropriate activities they are arranged in the book by type or process. There are exercises for individuals, pairs and large groups and they range from icebreakers to closing events. Trainers, managers, team leaders and anyone responsible for developing people will find this volume a rich store-house of ideas.

'The aim of this book is to provide both managers wishing to run ’in team’ exercises and those entering the training profession with a practical guide to delivering successful developmental events', says Martin Orridge in the Preface. He writes as an experienced trainer and consultant, producing a very human guide to the realities of running a training event. In a brief introductory section he explains the need for training and the benefits it can bring. Part 1 of the main text shows how to design a successful training session and Part 2 deals in detail with preparation and delivery. At the end is a collection of model documents and forms that can be used at various stages of the training cycle. The text includes tips, tools, checklists, examples and exercises throughout, together with real-life anecdotal ’cameos’ to help make the points memorable. Martin Orridge’s style is at all times practical and friendly. How to Deliver Training will be welcomed not only by professional trainers, but by all managers and team leaders concerned with staff development.

It is all too easy to discuss organizational change in abstraction, particularly when you are dealing with large corporations with wide product ranges across global markets. But somewhere within these structures there are people, and it is often the human aspects of change that are the most difficult to manage. Martin Orridge's guide explores these aspects and explains how we, as leaders, can help everyone cope with change and in turn ensure our organization's long-term survival. The main parts of Change Leadership are based on the author's research and include models, advice and exercises for understanding and enabling personal and organizational change. To further assist you, Chapter 3 contains 75 actions and activities to sustain transformation in your organization. Successful organizational change also requires discipline and the application of good management techniques. Good planning, checking on progress and capturing the learning are key to introducing successful change and developing an organization's capabilities, therefore Chapter 4 will assist the change leader to appreciate the main aspects of managing successful change projects. This concise guide is an engaging but rigorous read for change leaders. Whether this is your primary role or whether you need to reflect on and manage the human factors of a business project for which you are responsible, Change Leadership will help you better understand the nature of change and, in doing so, develop a Change-Adept organization.