Ben Harrison Consulting is in the business of working with Boards of Directors, CEOs and Vice Presidents, University Deans, Bishops, Pastors, Church Administrators, Managers, Supervisors, Chiefs of Police and Fire, and Employee Affinity Groups, all for the purpose of growth, development, competitiveness, prosperity and the achievement of the organization’s vision through strategic mission implementation.
As both an internal and external diversity practitioner and adjunct professor of Human and Organizational Behavior for over 35 years, Dr. Ben Harrison and his practice are grounded in management and executive leadership development with a genuine sharpness of intellect, able to resolve problems related to organizational and human complexities, strategic planning, and a diversity of styles. As always, the core value is to obtain results with openness, trustworthiness, high ethical standards, and a strong commitment to organizational visions, mission, and desired outcomes.
- Public Speaking and Conference Presentations
- Diversity Awareness Training and Development
- Organizational Change and Development
- Ecclesiastical Leadership Training and Development
All of the interventions used by Dr. Harrison are built around a collaborative approach. Most often in the very first meeting the client responds to two foundational questions from the consultant: First, What is it you wish your people to know, and Second, What is it you wish them to do after the work is completed?
Once this information is obtained, discussed, clarified and agreed upon, BHC’s approach to the work is most often from an organizational development process. This process is almost always driven by the latest applied behavioral science methodologies practiced in the profession, generally leading to the following understandings:
- Whether it is Managing Diversity and Valuing Human Resource Differences, Organizational Change in a Fortune 100 Company, or an Ecclesiastical Organization, the BHC goal is to always leave the organization significantly better than before we arrived.
- Proper interventions are not done quickly and therefore must be understood as a "process" in organizational change, and not, "training” as usual.