What is ClearView?
Clearview is a process to diagnose and assess the health and wellbeing of the team and the functionality of the service. At its core, it is an effective means of capturing underlying issues, setting these out in clear practical terms so that you, the decision-maker, can decide what is needed to move forwards.
“The team needs to become a team again. What do we need to make this work?”
Clearview is a powerful way of creating a shift through listening and assessment and then moving to a wider process of careful, planned debriefing with everyone. Clearview is constructive, transparent and non-judgemental.
When is it time to do a ClearView?
It’s time to consider ClearView when you need an independent, expert process that will create a ‘circuit breaker’ for a team that has become mired in dysfunctional dynamics. In many of the cases we have worked with, the teams have experienced in-fighting, polarised sub-groups and unresolved conflict that have worsened the team morale and, in some cases contributed to personal harm and compromised service delivery.
We have created three Versions of Clearview:
Clearview 1.0 - Lite
Clearview 2.0 - Team Assessment
Clearview 3.0 - Comprehensive health check and psychosocial assessment
“The ClearView with the ASO team helped us to move beyond a gridlock with our staff where it was heading towards a number of misconduct investigations. Through gaining the trust and confidence with the team and with the Coordinator, we have been able to begin to have important conversations about how will we rebuild the morale of the team and what sort of a workplace environment we want to create for the future”
- Operations Director, Ballarat Mental Health Services, 2020
“I have found the C4M team to be utterly professional, responsive and more attuned than most to the nuances of individual workplaces, identifying and resolving the drivers of workplace conflict and providing well written reports that provide insightful analysis that deliver a clear outcome”
- Senior Partner, Maddocks lawyers
“We engaged C4M to undertake the ClearView Process in the Parking Enforcement unit. Initially, the majority of staff, including some of the senior staff were both sceptical and resistant.
As Mike engaged with the team through briefing sessions, their walls began to break down and relationships began to build where their trust was gained, which inevitably enabled Mike and his team to gain far more insight into the issues than ever anticipated.
What we first believed was going to be a high level health check into the operations of the parking enforcement team, soon morphed into something far more intricate and meaningful, revealing a whole gamut of opportunities for the team to be heard, and for one of the leaders to show great vulnerability and courage in being receptive to hearing and owning some confronting feedback that forced him to challenge the way he had been working for over a decade. The team, who had shown courage, were naturally sceptical about the promised changes, but equally demonstrated a great deal of courage and trust in the Health Check process and C4M.
I have worked with Mike and C4M for over 10 years and Mike’s wisdom, insight, ability to gain trust of everyone that he works with is valuable beyond words. The ClearView process that Mike conducts is such a beneficial activity to invest in – it’s collaborative, insightful and identifies details that can’t possibly be done from an internal lens."
– Former Senior HR Business Partner, City of Port Phillip
“We could not have worked with anybody better on such a sensitive and complex matter. I valued and admired your insights, empathy and calm and thoughtful approach.”
– P&C Director, National Professional Services Firm
“I had to share with you the hospital’s patient experience scores for Q1, 2022. They are at 100%! Up by 30% from last year. Our closest other Healthscope Hospital is GCP and DP who each scored 87%. This is fantastic! Thank you so much for the significant part you played in driving the culture transformation change and achieving this outcome! Ciao! Ciao!”
– General Manager, Newcastle Private Hospital, 2022
Mike and his team have facilitated ClearView with a number of very complex workplace teams at Council. Mike is consistently able to build trust quickly and always deliver in an agreed timeframe. The outcome has enabled us to shift very adversarial mindsets and move towards the next steps in rebuilding fractured teams.
- Former General Manager, Infrastructure & Amenity, City of Port Phillip
“What was unique and particularly valued about Mike and his team was his ability to engage directly with the Chair and Board Members, clearly communicating the challenges that needed to be addressed and the approaches that needed to be adopted as part of an ongoing improvement strategy. C4M provided an in-depth analysis that had not been captured in the past through climate reviews and satisfaction surveys and focus groups”
- Chairman, Dairy Foods Victoria
"We recently engaged C4M and the ClearView process to assist with some complex conflict issues with one of our teams in Aged Care. The Clearview process enabled us to make the decisions that led to the team being quickly turned around. Mike has since worked with the Manager and the HRBP to successfully develop a much stronger sense of mutual respect and understanding within the team.”
– Group Manager, Employee Relations, McKenzie Aged Care
"The culture work that C4M did was transformational. They were able to do something that we could not do internally - hold a mirror to our facility and from the perspective of an independent expert, show us what needed to change in terms of our operations and practices."
– Organisational Development Manager, Aged Care Industry
“After reaching out to a number of colleagues, Mike Jensen of C4M Consultants came highly recommended. In discussing our objectives with Mike, it was determined that a broad and deep approach to understanding the dynamics within Council and assessing its functionality would be the preferred approach. The “health check” involved both Councillors and the Executive Management Team (‘EMT’) assessing what was going well and what could be improved within the Councillor group and between the Councillor group and the EMT. After discussing our brief with Mike, we determined to:
1. Review the existing culture of teamwork and collaboration
2. Assess existing norms amongst Councillors including Code of Conduct expectations and compliance
3. Report back and facilitate/guide the implementation of recommendations
The process involved one on one interviews with each of the councillors and executives individually, separate discussions with the Councillor and executive groups and then collectively with both groups.
Mike was able to elicit trust with the individuals and groups due to his non-judgmental active listening skills, confidentiality and by his calm and assured approach in dealing with people and any confronting situations raised along the way.
He provided drafts of conversations to interviewees ensuring their points were satisfactorily recorded, was flexible in arranging meetings and intelligently interpreted the captured data. He then synthesised the information into a summarised one-page terms of engagement document and secured agreement on how it would be utilised to improve interaction between the Councillor and EMT groups.
The process he took us through and the conversations he facilitated along the way were equally as important in improving working relationships and culture as the final document that articulated the clear roles, shared vision, good communication, effective leadership and the ability to address differences before they escalate into serious conflict.
The process was evolutionary and Mike’s ability to read the situation and seamlessly adapt along the way was completely gratifying – he is a consummate professional, puts participants at ease, ensures every voice is heard and is a pleasure to work with - nothing was too much trouble.”