R&D

RESEARCH AND DEVELOPMENT

Through the years, Kontura has always conducted its own applied research and development (R&D), in collaboration with scientists from various universities. In our work, we systematically collect data within fields that our customers say are important to their businesses. Our R&D work is always carried out in collaboration with the customers, based on their needs.

When sufficient data is available we begin looking for patterns. We then compare these with additional information collected. Once we have confirmed that a pattern really exists, we continue to develop coherent concepts. Based on these concepts, we create tools which are then tested and analyzed using various scientific methods, and which are compared with current academic research. Only when we are satisfied with their applicability do we begin to use them in our work. However, we continuously feed back into the development process, as illustrated below. This means that we collect and compare data in order to verify, and if necessary redesign, already finished concepts and tools.

Solidly based on reality

This way of pursuing development takes time, but we adhere to it for two reasons: one is our firm belief that all our concepts must be based in our clients’ reality, the other is that the everyday lives of our customers are complex. In complex systems, one can rarely find simple cause and effect relations. The road to understanding them then involves searching for patterns in the systems. Our experience has shown that shortcuts are rarely available, and our concepts are all based on extensive data sets.

Socially committed

Naturally, another source is current research within the broad field of management. Kontura’s consultants are all keenly interested in development, as such, and the interface between academic research and Kontura’s own R&D often gives rise to quite intense discussion in our internal ”hearings”. Frequent contacts with the scientific community are also a good way to put Kontura’s work in other, broader contexts.

RESEARCH EVALUATION: SUSTAINABLE MANAGERS®

The Bliwa Foundation conducted alongside Ledarna, Almega, Swedens municipalities and county councils a science project in the spring of 2006. The purpose was to examine how you can develop Sustainable Managers. A pre-study was organized which came to lay foundation to the upcoming project plan.

Kontura still evaluates the development of the participants

Aaron Antonovskys theory about our “Sense of coherence”, health (both physical and psychological) and stress was in the heart of the experiment. Ingrid Tollgerdt Andersson, Doctor of Philosophy, conducted the pre-study with the mission to identify current research and to develop methods within the area of Managerial Sustainability. The idea was that these could later be used as tools to develop sustainable leadership. The scientists concluded that there were six areas which a manager had to be able to handle in order have a viable continouity as a leader. Based on this material, the roles for applying and analyticaly examining the project were given to suppliers. Kontura International AB were contracted for the appliance in the form of courses and Lund University Education AB (LUEAB), linked to The University of Lund, had the mission to make an independent evaluation of the project. The courses began in november 2007 and ended in december 2008.

Our research Bliwa Foundations’ book External evalutaion

EFFECT MEASURES

An extremely important part of our development is to ensure results. We do this by using our tried and tested methods of measurement such as our Estimation Scheme. To accomplish this task, we need to consult with the client to jointly define what the program is expected to achieve. On this basis, we build our estimation scheme that participants respond before, after and during the program and measuring what participants gained insights and developments.

We repeat this evaluation process after a finished program.

This can involve both personal development and business-oriented improvements. In conversation with their manager each participant creates a personal development plan during the program which may be modified with respect to the insights and experiences which emerges during the course. We are following and reading development in other ways, such as with mirrors after each training, evaluations with a special questionnaire after each workshop, reflections individually and in groups. Kontura’s Estimation Scheme consists of a few questions about how you as a participant and as a manager perceive your role as a leader, both prior to the start of the course and conclusively after the course.

We here at Kontura believes that it is important that you get a measurement of how much progress is achieved

We here at Kontura, believes that it is important that you get a measurement of how much progress is achieved during the leadership programs. With help from this questionnare which we have created, we want to give an estimation about the starting position within a couple aspects of leadership. The different areas which the questions touch is for example: Self-perception, communication, creativity, about the agency, the work culture, operate in change and the balance between work and spare time. These questions are answered by both the participant and his/her employer. The purpose of these estimations is to get a sense of the starting position in the beginning of the program, and of the individual goals after the courses’ end. The Estimation Scheme consists of a 9 degree scale between In a very low degree and In a very high degree

MANAGER PROFILE®

Manager Profile gives a meaningful insight into ones own leadership behaviour and it is a powerful tool in the development of managers. Manager Profile is mainly used in connection with leadership development in both shorter and longer programs.

Concerned manager gives a self-estimaiton of ones leadership behaviour. This is complemented with the assessments from co-workers, bosses and maybe other collegues. That means that every manager which participates gets a “360º feedback”. From experience, we know that a more nuanced idea of how one operates as a leader might give valuable insights into a persons leadership development.