Principal Researcher / Consultant
Mannie Sher
My work as an evaluator and organisational development and change consultant covers assignments in the following sectors: financial, public protection, health & social care, manufacturing, voluntary organisations and professional and political associations.
My approach to the work concentrates on evaluating and redefining organisational aims, introducing new strategies, designing inter-dependent systems of work and understanding the role of technology. My work involves addressing intra- and inter-group relationships to improve collaboration and team effectiveness; other important aspects of my approach include working with group beliefs; group identity, role and culture and the exercise of authority and leadership.
I have a special interest in the part thought plays in strategic development and I am currently undertaking research in this area. I am the Director of the Group Relations Programme at the Tavistock Institute of Human Relations (TIHR). In this role, I have developed and directed the world-renowned Leicester conference Authority, Leadership Organisation. I also consult with executives individually on their roles at work. I teach and enjoy writing.
Relevant assignments include:
From January 2012, I am Co-Directing the Certificate in Coaching for Leadership and Professional Development, a certificated programme for those involved in developing others.
I have conducted a 24 month executive, leadership and management development programme to transform the strategy and leadership structure in one of Britain's largest independent social care organisations.
An exciting assignment was a major 2-year transformational programme of a foreign national bank to improve its cross-business collaboration capability; increase market share and share value (up 40% in 9 months). The TIHR intervention had significant impact on that country's economy with increased wealth-creating opportunities for sections of the population that were previously excluded from full economic participation.
An 18-month project developing leadership capability in the senior management cadre of an international construction plc. I and my team created an interlocking programme of individual and team development for meeting the challenges of collaboration across the business groups; adapting to and influencing new market environment; developing the construction-to-services policy; improving workforce skills; improving board effectiveness; and introducing succession policies.
Selected Publications
Brunner L, Nutkevitch A and Sher M (eds) (2006) Group Relations Conferences: Reviewing and Exploring Theory, Design, Role-Taking and Application. Belgirate: Volume I. London: Karnac Books.
Childerstone S, Nicolini D and Sher M (2003) In Search of the ‘Structure that Reflects’: Promoting Organisational Reflection Practices in a UK Health Authority. In Vince R and Edwards M (eds) Organising Reflection. London: Blackwells.
Childerstone S, Nicolini D and Sher M (2003) Can Organisations Learn From Experience? Intervening to Improve Cross-boundary Management in Health and Social Care. Journal of Healthcare Management October, 2003.
De Jager W and Sher M (2009) Knowing the Price of Everything and the Value of Nothing - The Application of Group Relations to an Organisational Development Transformational Change Programme in a National Financial Institution. In Aram E, Baxter R and Nutkevitch A (eds) Adaptation and Innovation: Theory, Design, Role-Taking in Group Relations Conferences and their Applications. Belgirate: Volume II. London: Karnac.
