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400+ Management Models

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Organizational Development - KUA



Urgent - v - Important

Delegate a
Fire fighting,
competent
crisis
person
High
Urgency

Don‟t do this –
Planned
it‟s not your
Low

Activity
job
Low High

Importance


Trust - v - Risk

Entrepreneur,
Team Player
Attitude to Trust

Innovator
High

Evaluating Individualistic
Low

Low High
Attitude to Risk


Support - v - Challenge

High
Comfort Zone
Performance
High
Support

Apathy/Inertia Stress/Panic
Low

Low High
Challenge


Change Magnitude - v- Breadth

Focused
Magnitude of Change

Revolutionary
Radical
Change
Change
High

Moderate
Evolutionary
Change – But
Low

Change
Comprehensive
Low High
Breadth of Change


Effectiveness - v - Morale

Stabilizer Analyzer
High
Morale

Cheerleader Pathfinder
Low

Low High
Effectiveness


Innovations Paradigm

Revolutionary Stage
Radical
Control Culture

Insights and Models/Step
Discoveries Change

Concealed Planned
Rules

Learning Implementation

People/Subjective Task/Objective
Focus


Audience –v- Topic

Culture Systems
Group

Organizational Structures
Shared Values
Work Processes
Ethics
Audience

Policies & Procedures
Morals
Contracts

Intention Behavior
Individual

Values Plans
Attitudes Actions
Commitment Decisions
Responsibility Performance

Subjective Objective
Topic


Business Funding

VP VC
Hands On

Venture
Venture Venture
Involvement

Funding
Philanthropy Capitalists
Hands Off

Trusts & Social
Equity Banks
Foundations

Not for Profit For Profit
Business Type


Conceptual Model
• Self Awareness •Social Awareness
Awareness
Actions

• Self • Social Skills
Management

Self Others



Boston Matrix
Business Growth
Large

Cash Cow Star
Small

Dog Question mark

Low High
Market Growth

Warm Change Quadrants

Transform Innovate
Organization
Cold

Intervene Implement

Cold Warm
Change

You are OK with me I‟m OK You‟re OK
I am not OK I am OK
You are OK You are OK
One down position Healthy Position
Others

Get away from, Helpless Get on with, Happy
You are not OK with me

I am not OK I am OK
You are not OK You are not OK
Helpless position One-up Position
Get away with, Helpless Get rid of, Angry

I am not OK with me I am OK with me
Self


Personal Change Model
The Tarzan Swing

Acceptance/
Internal

Denial
Commitment
Behaviors
External

Resistance Exploration

Time


Stakeholder Mapping - Burgoyne
Level of influence
High
Low

No Commitment On the fence Committed
Reaction of Change


FIRO-B

You usually do not want You have some desire
Wanted

You are not comfortable
others to include you in from others to act warmly,
in social situations with
their activities and groups share their feelings and
few expectations and
and do not like being encourage you depending
intrusions
noticed on the situation

You control and influence
Expressed

You tend to include others You typically get close to
others and situations to
in some of your activities, people and are
come to degree, organize
join and belong to some comfortable expressing
and direct others at times
groups and interact with feelings and supporting
and assume responsibility
people some of the time others
when appropriate

Inclusion Control Affection


High Price - v- Quality

Hit & Run Over-Pricing Premium
Strategy Strategy Strategy
Medium
Price

Shoddy Goods Average Penetration
Strategy Quality Strategy

Cheap-Value Bargain Super Bargain
Low

Strategy Strategy Strategy

Low Medium High
Quality


Project Cycle

• Review •Focus

• Do • Plan



The Deming Cycle

• Act •Plan

• Check • Do



Services Management
Capacity Management
Availability Management
Cost Management
Workforce Management
• SLA review Contingency Planning •Release
Readiness

Optimizing Changing

Help Desk Change Management
Problem Management Configuration Management
Recovery

Supporting Operating

• Operations • Implementation
Review System Administration Review
Measure & Monitor
Services Administration
Security Administration
Network Administration


Kolb‟s Learning Cycle
• Abstract •Concrete
Conceptualization Experience

• Active • Reflective
Experimentation Observation



Debrief Cycle

• The What? •Start With
• What‟s the •Simulation
learning?
•The Experience
• What action?

• So What? • What happened
• ..Does this • ..Facts
mean..
Implications? • ..Observations



Growth Model

• Optimize •Acquire

Business Transformation
Intelligence

Flexible
Delivery Integrated
Technology

• Develop • Manage


Continuous Improvement
Performance Support Tools
Performance Measures
Management Process
Performance goal Setting
• Performance •Commitment

Process Mapping
Competitive Awareness
Process Analysis
Shared Goals
Process Bench-marking
Empowerment
Process Re-engineering
Collaboration
Process Measures/Controls
Open Communications
Project Management

• Process • Strategy
Vision and Mission
Deliverables
Customer Goals
Business Goals
Core Processes
http://rapidbi.com/products/ Project Teams


Directed Creativity Cycle

• Action •Preparation
• Live with it •Analysis

Observation Generation

Implementation Enhancement

• Development • Imagination
• Evaluation • Harvesting



Learning Model

• Reflection •Paradigms

Changing Supporting

Operating Optimizing

• Result • Behavior



Performance Model

• Evaluation •Goals

Refine Formulate
Goals Actions

Outcome/ Perform
Feedback Actions

• System • Execution


Learning Cycle – Honey & Mumford
Action/
Doing
Activist
(Apprehension)

Pragmatist Reflector
(Denotation) (Connotation)

Theorist
(Comprehension)
Thinking/
Observing


Organizational Development Cycle
Orientation

Performance History

Recipe Destination



Strategic Planning

Implementation
Planning to Plan and Review

Contingency
Values Check Planning

Develop Integrated Action
Mission/Goals Plan

Business Planning Performance Audit Gap Analysis



Scharmer Change Model
Downloading Embodying
Patterns of the Past Then new performance
practice, infrastructures

Suspending Embedding
Seeing from Enacting strategic
outside Open Mind microcosms

Redirecting Prototyping
Sensing Envisioning for the
Open Heart future

Opening Actualizing Crystallizing
Letting go
Open Will

From Source

http://rapidbi.com/products/ Stillness


Organizational Effectiveness

Organization without Strategic plan & Staff
Strategic Plan aligned

Strategic Plan where
staff are not aligned
with the plan



The S Curve

INVESTMENT LAUNCH GROWTH MATURITY DECLINE



McGregor‟s Theory X Theory Y

THEORY THEORY
X Y

THEORY X THEORY Y
Lack Integrity Have Integrity
Avoid Responsibility Work towards objectives
Work as little as possible Wants to achieve
Prefer direction Will make decisions



Noelle – Neumann‟s

Interpersonal
Opinion
Support
Expresses as
for deviant
dominant
opinion

Amount of people not openly
expressing deviant opinion
and/ or changing from
deviant opinion



Hertzberg Motivational Theory
50 40 30 20 10 0 10 20 30 40 50
Achievement
Recognition
Work Itself
Responsibility
Advancement
Growth
Co. Policy & Admin
Supervision
Relations with Supervision
hip
Working Conditions
Salary
Relationshipwith peers
Personal life
Relationships with subordinates
Status
Security
50 40 30 20 10 0 10 20 30 40 50



Learning Delivery

Complex/ lengthy
Teaching Education
Time

Browsing
C ontact
Concise/ Brief

Training Reference

Linear Non-Linear
Narrative


Performance Management System
Performance Performance
Standards Measurement
Identify relevant standards Refine indicators and
Select Indicators define Measures
Set goals & targets Develop data systems
Communicate expectations Collect data

Performance
Management
System

Reporting of Progress Quality Process
Analyze data Use data for decisions to
feedback to managers, improve policies,
staff, policy makers programmes & outcomes
Develop a regular Manage Change
Create learning environment
reporting cycle


Business Maturity Stages
Optimized CEO Team

Managed The MBA
General Manager
Defined
Entrepreneur
Emerging
Founder
Start-Up


Capability Maturity Model

Promotion

Project Feedback

Standard Techniques

Standard Project Management

Crisis Mode/ Firefighting



Change Management Continuum

Internalization

Commit

Institutionalization

Adoption
Positive Educate
Perception
Understanding
Awareness
Contact
Inform
Time
Unawareness Confusion Negative Decision not Support Compliance Commitment
Perception to support withdrawn
change after use



Kotter – System Dynamics

Formal
Dominant organizational
Coalition arrangements

Social Employees &
System tangible
assets

Technology External
Environment



Kotter Change
Unsustainable Sustainable Success
Results/Success Only good short-term
Good short-term results results with an effective,
High

with a weak vision satisfy aligned vision offer a high
Results

many organizations for a probability of sustained
while success

Stagnation Aborted Vision
Poor results and weak A compelling vision that
Low

vision spell sure trouble produces few results
for any organization usually is abandoned

Weak Strong
Vision


Kotter – 8 Steps to
Successful Change Institutionalize
the change
Consolidate &
build on the gains

Create Short
term wins
Empower people to
act on the vision

Communicate the vision

Develop a clear shared vision

Create a guiding coalition

Establish a sense of urgency



Talent Management – 2
ENIGMA
GROWTH EMPLOYEE FUTURE LEADER
High potential to advance
Demonstrates high potential to Highest potential – best for
High

further although
advance further senior succession
underperforming
Valued talent, challenge, Top talent, reward, recognize,
Maybe in wrong job/wrong
reward, recognize and develop promote, develop
manager; needs intervention
Potential
Medium

DILEMMA
Likely to have scope to move HIGH IMPACT PERFORMER
CORE EMPLOYEE
one level/ challenge is Strong contributor, challenge,
Motivate, engage and reward
necessary as under-performing reward, grow and motivate
Provide coaching

TRUSTED PROFESSIONAL
Low

UNDER PERFORMER EFFECTIVE
Specialized or expert talent
Has reached job potential and Specialized or expert talent
reached career potential
is underperforming reached career potential
Performance manage or exit Retain, reward, help with
Engage, focus, motivate
developing others

Low Medium High
Performance


Whitelaw‟s Circle of Evaluation

Reaction Reaction
Objectives Evaluation

Learning Level Learning
Objectives 1. Reaction Evaluation
2. Learning
3. Behavior
4. Organization
5. Ultimate value (Hamblin)

Behavioral Behavioral

Organizational Organizational



Employee Engagement Satisfaction
Survey
Identify Set
goals
need

Act on Setup
EESS
results survey

Deliver Administer
reports survey



Implementing Change

Shareholder
Involvement

Led from the top
Delivered from the
bottom

Measured and
Monitored



Dimensions of Change

Leader Driven

Process Driven

Improvement

Organizational Renewal



Balancing Power

Personal Legitimate

Expert Power Referent

Coercive Position Reward



Change Formalize the need for
change

Identify issues and
potential consequences

Develop alternative
solutions

Choose appropriate
vision

Formalize the vision



Stu Downes

Unconsciously
Collaborative
Consciously
Collaborative

Consciously
Insular

Unconsciously
Insular


Conscious Competence
Knowing
Consciousness Doing what you
know

Conscious Conscious
Explicit Competence
Incompetence

Knowing what
You are doing

Implicit Unconscious Unconscious
Incompetence Competence

Doing
Competence



Experiential learning

Experience moves this way
X
Automatic

Self Conscious

The “Conventional Path”

Cannot do Can do



The Conscious Competence Ladder

Unconscious Mastery
Competence

Conscious
Ouch! Learning/Change
Competence

Conscious
Incompetence Aha! - Awareness

Unconscious
Incompetence



Conscious Competence

Incompetent Competent
Resistance

Unconscious Unconscious

Conscious Conscious
Time/Activity

Unconscious Conscious Unconscious


Who to Coach?

Trade Average Top
Talent Talent Talent

20% 40% 40%



Who to Coach?

Trade Top
Talent Average Talent
Talent

20% 60% 20%


Up and Over the
Learning-with-ICT Curve
Late Early
Novices Majority Early adopters Innovators Mavericks
Majority
Disconnected

Create & Inventing
publish web Collaborative
creation & tools for
Online pages, do
others
sharing of Global
E-mail research up learning
online &
activities & Learning
some web & download collaborative community
projects Communities
surfing of content interactions


The Cycle of Resistance to
Change

Why change? Where do we want
to be?
Where are we Make it happen Sustain
What do we need
today? to change?

Cognitive resistance Power-driven resistance
Ideological resistance Psychological resistance

Size of the shape indicates the intensity of the resistance


The Traditional Learning Curve
Capability

Career spent learning one thing

Time



Blooms of Taxonomy Educational
Objectives Expert

Evaluation

Synthesis

Analysis

Application

Comprehension

Knowledge

Beginner


Environmental Time & Awareness

Complexity Environmental declaration of the product
& Expertise Competitive Advantage
Management of product
life cycle

Environmental
Management
Quality
Management

Pollution
control

Leadership



The Quantum Learning Curve
(More Interactivity = More Retention = More Productive Employee)

Self Test Virtual Reality Certification Test
Static Pages
Degree of Effective Retention

(Some user (User Controlled (More user controlled
(Min Interactivity)
controlled tests) Simulations) interactivity/tests)

Competence Factor

Confidence Factor

Depth of Module Interactivity



Ebbinghaus Forgetting Curve
100

90

80
% of Data Remembered

70

60

50

40
2nd Repetition
3rd Repetition

4th Repetition

5th Repetition
1st Repetition

30

20

10

0



Memory & events

Retrieval Cues
Forgetting
Event Repression

Memory
for the
event
No Event Suggestibility



Talent Management

Adaptable High
High

High Professional Strategic Star
Professional
Potential
Medium

Rising Star, Strong
Key Performer Adaptable Key Contributor,
Provide Coaching Performer Challenge,
Reward

Inconsistent Diamond in the
Low

Low Performer
Performer Performer

Low Medium High
Performance


Business Architecture Model

Revenue Profit

Efficiency Position Resource

Knowledge

Vision Creativity

Technology



The Training Cycle
Identify the
need

Define the
Evaluation
Objectives

Implement Plan and
the Training Design


With Client Server Systems, Software
Costs are Just the Tip of the Iceberg

Software license 9%

45%
Implementation

Hardware 26%

IT personnel 14%
Maintenance 7%
Training 1%


Motivation

Conscious level
Skills
What I can do
Knowledge
What I know

Value
What do I think is important?

Unconscious level Self image
How do I see myself?
My traits
What are my habits?

My motives
What energizes me?



Change Communication Model

Integrate Inform
Commitment Awareness

Involve
Engagement



Four Dimensions of Culture

High

Network Communal
Sociability

Fragmented Mercenary

Low High
Solidarity



Change and Productivity
Productivity

Productivity

Productivity
Business B

Business A

Time Time Time

Control Incremental Breakthrough
1930‟s 1970‟s Mid 1990‟s
USA Japan USA
Mass Production Consumer Revolution 10x change



Key Leadership Tasks in Change
Internal

Wake-up Call Review/Learn
Behaviors
External

Allow
Maintain Focus
Resistance

Time


Key Leadership Tasks in Change

Review,
Wake-up call Learn,
Act

Allow resistance Maintain focus



Coaching
The skilled worker
The skilled person
who is looking for
who is in need of
more opportunities
attention
High

to develop
l
Skil

A nervous
beginner, or The enthusiastic
Low

someone who has beginner
failed before

Low High
Will


Seven Step Social Marketing
I Want to
DESIRE

I Know
I Can
I Should
SKILLS
KNOWLEDGE

That was a It‟s Worthwhile
Success
REINFORCEMENT
OPTIMISM

I‟m Joining In It‟s Easy
STIMULATION FACILITATION



The Drama Triangle
Rescuer

Prosecutor Victim



Dynamic Strategic Plan Model

Information
Coaching Vision & Mission Strategy
Session Goals Review
Objectives
Strategy
Curbside Tactics Forecast
Review Plan Review
Execution
Results



Talent Management – Getting to
Overpaid

Increased job Increase job
Increase job
difficulty and difficulty and
difficulty
skill level skill level more

Increase job Increase skill
WIN-WIN
difficulty level
Underpaid

Increase job Increase skill
Increase
difficulty and level and
Compensation
compensation compensation

Bored In-Flow Anxious



Skill Based Compensation Model
Overpaid

Correct
Compensation
T Total Compensation

Underpaid

Skill Level
Job Difficulty



The Flow Model
Anxiety

Flow Channel
T Total Compensation

Boredom

Skill Level
Job Difficulty



Change steps
Then you start
over again!

Action

Readiness

Willingness

Belief

Need



Business Coaching

Marketing
Leadership Sales

Coaching
Business
Communication Customer Service
Interpersonal Skills Personal Business
Human Resources
Time Management Effectiveness Effectiveness
Financial
Goal Settings Management
Action Plans Systemization



Three Movements of Theory U

Sensing: Realizing:

Downloading & letting Envisioning, what
go of existing mental seeks to emerge
models; Thinking &
enacting,
Increasing awareness
of the whole Embodying the
Presencing: new
Letting come; Opening
to higher possibilities


Be Do Cultural Matrix

Activated Realized

Attitudes
Values
Be

Beliefs
Energy
Balance
Authenticity
Latent Controlled

Do
People Processes Behaviours
Consistency Environment
Learning & development Reward & Recognition



Consulting Model

Result

Productivity-Innovation-Profit-Quality of life

Culture
How do we do things around here?

Power
Can I do what I need to do?

Communication
What‟s happening?

Direction
Why are we here?
Where are we going?



Change Cycle
Capacity for Change

Supporting Leading
Facilitate & Mobilize to Direct & support to
fix a series of problems create transformation

Developing Directing
Working in collaborative Structure, supervise &
ways to improve make it happen –
discreet elements survive or die

Scale of Change



Johari Window
Known by self Unknown by self

Feedback Solicited
Known Open/Free Blind
by others Area
Area

Self-disclosure/ Shared Others‟
Discovery Observation
exposure
Unknown
by others
discovery

Unknown
Self-

Hidden Area
Area



Evaluating Risk Exposure
High
Improve Monitor
Risk Exposure

Accept Optimize

Low High

Management Control/Activity Level


Priority Map Template
Period Period Period Period Period
Functions
Groups

People Benefits Realized



SQERT Project Management

Scope

Timing Quality

Risk Effort



Change Management

Performance & Output

Change Program Close
Announced Sustained
Performance
Improvement

Active change management reduces
Performance dips early

Time


Focus of Effort During Change
Management

100

90 Applaud / Welcome Change
Focus
80

70

% 60

50
Changeable / Waiting
to be Influenced
40

30

20

10
Change Opponents
0

There is a 20 / 60 / 20 distribution when you start. Where do you focus?



Emotional Cycle of Change
High

Satisfaction
Certainty

Doubt
Confidence

Hope
Level of Optimism

Time



Situational Based Leadership 3.0

Hold/ Coach,
Control Support
Others

Communicate
Freely Collaborate



Training Cycle

Identify
Learning Need

Evaluation Design
Client
Commitment

Assessment Deliver



The Training Cycle

What if? Why?

How? What?



Experiential Learning
Experience

Apply Share

Generalize Process



Learning Cycle - Kolb
Concrete Experience (CE)

Active Reflective
Experimentation Transformation Transformation
via intention Observation
(AE) via extension
(RO)

Convergers
(Pragmatists)

Grasping via
comprehension

Abstract Conceptualization (AC)


Waves of Change

Pop culture

Social

Technology

Commerce

Government

Infrastructure
Roads/ railways
The natural
environment



Employee Engagement Service

Identify Purchase
EESS
need

Act on Setup
results EESS survey

Deliver Adminster
reports survey



Setting Change Direction

Where do we
want to be?

Where are we



The Transition
Need to accept the new

Where do we
want to be?

Where are we
Need to let go of old



The Facilitation Process

• Define the process, • Design and define
outcomes and the actual process
products required
from the process

Stage 1 Stage 2
(Define) (Design)

Stage 3
(Implement)

• Implement the process
and ensure the
outcomes and products



Change Curve Variant
Active

Anger

Start of change/ Acceptance
Stability Bargaining

Time
Denial
Testing

Paralysis Depression

Passive


Transform (2) T Tell a compelling story

R Rally stakeholders

Plan A Articulate goals (SMART)

N Nominate roles

S Solidify Strategy

F Focus on outcomes

O Optimize
Execute
R Reinforce change

Measure success
M


CI in Wilber‟s 4 Quadrants
Self Character
Individual values and beliefs Individual actions and behaviors
CI starts within: my own intelligence CI between us: practicing
is product of all my relations, generative conversations
past and present Personal Alignment
Resonance between “imaginal cells”

Values Mission
Alignment Alignment

Structural Alignment

Culture Organizational Systems
Collective values and beliefs Collective actions and its enablers
CI is seen as core to co-evolve Social and tech enablers of CI
Source: Richard Barret – text in red font added by George Pór
http://rapidbi.com/products/ Collective Intelligence

6 Pole Model of CI
Intention

Reflection Competence

Recorded
Support
Memory

Trust, Social
Capital



Cognitive Apprenticeship Model

Scaffolding

Coaching Conclusive
Modeling Articulation
Exploration
& Reflection

Reflection Articulation


Consulting Model
Gathering
Requirements

Implementation 1 SRS Gap
& Execution Analysis

8 2

Project Management Design &
QA/Testing
Methodology Diagram Prototype

7 3

6 4
Coding &
Status Review
Documentation
5

Project
Management

Gathering SRS Gap Design & Coding & Project
Status Review
Requirements Analysis Prototype Documentation Management
• Requirement • Writing • Following Coding • Gant Charts • Following Q/A • System
documents Specifications Standards • Work Breakdown test scripts Execution &
• Input from • Gap Analysis • Comments Schedule • User Acceptance Implementation
Stakeholders • System • Documentation • Project Status Testing
• Scope Scalability Review
• Budget • Prototype
• Deadlines


IDEAL Consulting Model
INITIATING
•Stimulus for improvement
•Set Context & Establish
Sponsorship
•Establish Improvement
Infrastructure

DIAGNOSING LEVERAGING
•Appraise Current •Document & Analyze Lessons
•Develop Recommendations & •Revise Organizational Approach
Document Results THE
IDEAL
MODEL

ESTABLISHING ACTING
•Set Strategy & Priorities •Plan, Execute, & Track
•Plan Actions Installation
•Establish Team Actions •Plan & Execute Pilots
•Define Processes & Measure



Mediation Model
Mediating Artifact
(Technology)

Psychological
Tool

Subject (Nurse) (Care) Object


SDI
Assertive-Nurturing
Motivation

Analytic-Autonomizing
Motivation


Problem Solving Process
What
Next
Goal

Compare Define
Compare

What
Test
Why When
Where
Analyze

Analyze Test

How


The Seven Convergences of the
ESPRIT-Model

Satisfaction

Leadership


Marketing –v- Buying
“Classical” Marketing Training Buying Process
-Marketing “Sells”

Autonomous Considered

1 Coca-Cola Ford
Brand Tide MetLife
Marketing Focus

McDonald‟s Dell

AT&T 2 AP
Direct Merrill Lynch Accenture
L.L. Bean Oracle

“Organizational” Marketing
-Salespeople “Sell”


Value Box



Current Value – Potential Value
Lifetime Value = Current + Potential Value

Low Potential Value, High Potential Value,
High Current Value High Current Value
Current Value →

Grow These Customers Keep These Customers

Low Potential Value, High Potential Value,
Low Current Value Low Current Value

Should You Spend Money Grow These Customers
Here?

Potential Value →



Trust
Cooperation

Control Global Perspective Autonomy
Local Sensitivity



Strategic Pyramid
People

Processes
and
Systems

Culture

Organization Structure

BUSINESS PURPOSE AND
DIRECTION



Denison Organizational Culture
External Focus

ADAPTABILITY MISSION
Patterns – trends – marketplace Direction – Purpose – Blueprint

Are we listening to the market? Do we know where we are going?

Flexible Stable

INVOLVEMENT CONSISTENCY
Commitment – Ownership – Systems – Structures – Processes
Responsibility
Do our systems create leverage?
Are our people aligned and
engaged?

Internal Focus

Energized Teams Model
Why
Mission, Vision, Results

Who
•Trust
•Motivation
•Purpose

What How
•Strategies, goals •Culture (norms, decision-making, etc.)
•Roles, Responsibilities •Interpersonal dynamics (conflict / feedback)
•Work design •Valuing Diversity
•Success Measures •Emotional Intelligence

Clear Goals + Effective Process + Engaged Heart = Results

Six Sigma Road Map
•Owns vision, direction,
integration, business results
•Manages daily area
Exec •Leads Organizational
Sponsors
operations change
•Drives improvement Process Business
solutions Owners Champions
•Leads business unit in
•May be a team member
process improvement
•Prioritizes projects
Total Employee •Full-time position
Involvement
Project
•Understands the Vision Master Black
•Trains Green & Black Belts
•Key project Stakeholder Sponsors •Drives improvement in Belts •Coaches Green & Black
•Aids in Project Scoping their daily job Belts
•Owner of project results •Manages FMAIC phase
reviews
•Full-time position

Project
Team Black Belts
Members •Leads cross-functional
improvement projects
•Provides project-specific support Green Belts
•Trains and coaches local
•Can be a Yellow or Green Belt project teams
•Part-time on projects •Full-time position
•Leads local improvement projects
•Participates on Black Belt teams
and projects
•Part-time position



Experiential Learning Cycle

EXPERIENCING
The Activity Phase

PUBLISHING
APPLYING
Sharing
Planning effective
Use of Learning Reactions &
Observations

Now what? What?

PROCESSING
GENERALIZING
Discussing
Developing Real
Patterns &
World Principles
So Dynamics
what?



Change - Status Quo
Advantages Advantages

•Point cut what is •Describe the
staying the same benefits of the
•Things people future state and,
4 2
STATUS QUO

value that will be generally, how we‟ll

CHANGE
preserved get there

•Convey a heightened •Articulate what you
sense of urgency perceive to be the
and compelling need
1 3 other party‟s concern
for change •Discuss how you will
help minimize or offset
those concerns

Disadvantages Disadvantages


Power and Control Wheel
Coercion Using
and Threats Intimidation

Using
Economic Using
Abuse Emotional
Abuse
Power
and
Control
Using Male
Privilege Using
Isolation

Minimizing,
Using
Denying, &
Children
Blaming



Strategy Management
Mission
Core Values
VISIONING Vision

Implementation
Strategic
of Strategic
Planning Stage
Management
Implementation Review Support
Business Analyze
Customer-Profit Analyze
Goal Setting
Strategy Development

Preparation for Strategic
Implementation Deployment
Stage Stage
Organization Alignment Balanced Scorecard
Corporate Planning Function Measurement & Target
Budget & Reporting Detail Action Plan

Strategic Management
Correlation between the Ten dominant Strategy Schools
Unpredictable,
Confusing
Cognitive
Environmental
Learning
Power (micro)

Cultural
EXTERNAL
WORLD Configuration
Power (macro)

Positioning
Design Entrepreneurial
Planning
Comprehensive,
Controllable

Rational INTERNAL PROCESSES Natural


The Process of Designing an Effective
Communications Strategy Involves
the Following Steps:
Identify the key
constituencies

Identify constituency
communication needs

Decide on appropriate
vehicles for communication

Decide on roles and
responsibilities

Following this approach will create a Monitor and adjust plans to
structured, proactive two way meet changing needs
process

The Communication Loop
Success
Lessons
Learned

Quality of
Number of Communication
Communicate Top-Level Successes Amount
Support, Appoint a Change of New Amount of
Agent, etc Information Information
Sent

Amount of
Information
Received
Number of
Changes

Communication
Support Effectiveness
for Level
Change “Good”
Feelings/
Positive Attitude
About change

Conversational Disciplines
What Achieved, Results
When, Where

Requests:
Who, What, Conversation for Action
When

Feasibility
Conversation for Opportunity

Value
Conversation for Possibility

Shared
Commitment Conversation for Relatedness

Relationship is the medium for unprecedented
http://rapidbi.com/products/ breakthrough results


The Ernst & Young Change Cycle
High
Supporting
Leading
Facilitate and
Direct and
mobilise to fix a
support to create
series of
transformation
problems

Developing Directing
Working in Structure,
collaborative way supervise and
to improve „make it happen‟
discreet elements – survival or die
Low
Mild Scale of Change Severe



A New Approach to Understanding

Step 4
Take Action

Step 3
Develop Interpersonal Strategies to Adapt & Connect

Step 2
Understanding Others

Step 1
Understanding Self


We participate in all types of meetings -
facilitating is necessary in some of these
Presenting

Leader does most
of the talking Facilitating

Group does
most of the
talking

Decision-oriented meetings,
One-way information Project updates, Staff meetings, problem-solving meetings,
sharing meetings, management committee meetings task force meetings, project
briefings reviews team meetings, focus groups

Utilizes Effective Meeting Management Skills Utilizes Facilitation Skills


Evaluating Risk Exposure and
Management / Control Levels

Improve High
Areas of high risk exposure with a low level of control must be key priority for
improvements in management and control activities.
Management needs to engage in activities not already undertaken to improve the
controls and processes associated with the risk with the specific intent to reduce Improve Monitor

(Impact x Likelihood)
the identified risk

Risk Exposure
Monitor
Areas of high risk exposure where controls are deemed adequate should be
monitored to provide ongoing assurance of control effectiveness.
Our ability to monitor the risk may not be currently sufficient, investments in the
appropriate controls in order to achieve the objective of monitoring could be
needed. Accept Optimise
Accept
Areas of low risk exposure that also have a lower level of control may be
consciously accepted by the organisation.
Low High
Optimise Management/Control Activity Level
Areas of low risk exposure with a high level of control may generate opportunities
to optimize the management and control activities (i.e. reduce the resources over-
managing those low risks)



The Means

Goals

Objectives

Strategies

Business Process and Related Objectives


The Deductive Method is Most Common -
But Depends on the Situation
High

Deductive
Management
level
Inductive

Low
Low High

Probability of
active agreement


400+ Management models - theories, tools and ebook

400+ Management models - theories, tools and ebook

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400+ Management models - theories, tools and ebook