Ms Sallyanne Miller

ACADEMIC BOARD OF GOVERNANCE MEMBER

Sallyanne has a wealth of experience working with organisation and group consulting, leadership development, coaching and critical reflection as Director at 9 to 5 Dynamics and Executive Education Consultant at the Melbourne Business School.

She has specialised skills working with intra and interpersonal dynamics with all levels of management.

Sallyanne provides consultations across a range of deliverables including assessment and diagnosis of workplace concerns, design, development and delivery of solutions-based programs.

She has previously worked with RMIT University and Westpac Banking Corporation and has been Chair of the Sticky Institute.

Sallyanne Miller

Qualifications

Certificate IV in Design, ISCD.

Certificate IV in Executive Coaching, Opendoor Coaching.

Certificate in Somatic Therapy, College for Experimental Psychotherapy.

Master of Business (Organisation Change and Development), RMIT University.

Graduate Diploma in Organisation Change and Development, RMIT University.

Bachelor of Arts (Adult Education), Curtin University.

Publications

Professional Contributions

2004 – 2010 Member of the Editorial Advisory Board for Reflective Practice, an international, refereed Journal.

Journal Articles

Miller, S, 2005, ‘Men Working Differently: Accessing their inner-feminine’, in Journal of Organization Change Management, Vol 18(6), 612-626.

Miller, S, 2005, ‘What it’s like being the ‘Holder of the Space”. A Narrative on Working with Reflective Practice in Groups, in Reflective Practice, Vol 6(3), 367-378.

Miller, S, 2004, ‘What’s Going on? Parallel process and reflective practice in teaching’, in Reflective Practice, Vol 5(3), 383-393.

Book Reviews

Miller, S. 2003.  Organisation, Anxieties and Defences: Towards a Psychoanalytic Social Psychology  In R.D., Hinshelwood, & M., Chiesa, (Eds) 2002. Psychotherapy in Australia, Vol 9 (3) , (2002), London: Whurr Publishers.

Miller, S. 2003. ‘Struggling with the Demon: Perspective on Individual and Organizational Irrationality’ In F.R., Manfred., Kets de Vries, (2001), Socio-Analysis, Vol 5, December. Madison, Connecticut: Psychosocial Press.

Conference papers

Miller, S & Cooney, M, 2007, ‘Reflective Practice Groups for Nurse Leaders’, workshop facilitated at the Nursing Leadership Conference, Surfers Paradise.

Miller, S, 2004, ‘What it’s like being the holder of the space’, paper presented to the 3rd International Carfax Reflective Practice Conference, Gloucester, England.

Miller, S, 1993, ‘Establishing Action Learning Groups for Corporate Renewal’, to the Annual IBC Conference titled ‘Management Skills Forum’, Sydney.

Research Projects

2004, Using Reflective Practice Groups to develop team cohesiveness.  A project seeking to identify the organisational pre-conditions for using reflective practices in groups to develop team cohesiveness.

2004, Developing Management Development Program for Nurse Unit Managers.  A project seeking to identify the usefulness of reflective practices in group settings as part of ongoing management development.

Let’s Work Together

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