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BSA Solutions

Organisational Change Management
VOLUME 1 OF 5: Background to Change, Frameworks and Case Studies
Overview
Seven Essential Ingredients for Selecting a Framework in the Human Journey of Change
Some Useful Frameworks for Organisational Transitions
Useful Change Management Techniques to Handle the 7 Ingredients
Section 1 Introductory Comments - Objectives of Reference Material
Pre-test
Peak-Performance, Innovative, Agile, Resilient and Robust Organisations
Introduction
1. Customer-focused
2. Concentrate More on Leadership and Less on Management/Administration
3. Entrepreneurial (Based on Innovation)
4. People-oriented
5. Tightly Focused on "Decisive Opportunities"
6. Resilient
Some Powerful Insights from Successful CEOs
Six Key Criteria for an Enduring and Successful Organisation
Criteria for Evaluating the Top 500 Commercial Organisations
Characteristics of the Most Admired Organisations
Management Practices that Bring Superior Results
Change is
Levels of Change
Categories of organisational change can be shown as
Telescoping of Change
Unstable, Impermanent and Unexpected
Changing Face of Competition
Local Situation on Change
Why Change Organisations?
Life-cycle Approach: The S-Curve
Point of Diminishing Returns
Some Traditional Techniques Used to Handle Organisational Change
Preparing for and Handling "Hard Times"
Local Situation on Change
Section 2 Why Organisational Transition Efforts May Fail
Expectations Greater than Reality
Common Management Errors
"Successful Organisation" Symptoms
"Common Successful Organisation" Symptoms
Problems with Past and Present Success
Active Inertia
The Problem of Status Quo Thinking
Strategic Planning
Section 3 Attitudes to Change
People are not Against Change, but the Way it is Handled
Change has Negative Vibes
"Two Caterpillars and a Butterfly" Story
G.R.A.S.S.
A Checklist for Handling a Messy Transition
Section 4 - Rates of return on Investment (ROI)
Section 5 Limitations of Most Frameworks
Most Frameworks Over-Simplify the Situation
Some Interesting Quotes on Models/Frameworks
What has Happened with Some Management Fads
Management "Jargon/Fads"
Dilbert's Approach
Differences - Australia and Other Countries
Some Basic Cultural Differences Between Australia and other Countries (especially USA)
Contrasts Between Americans and Australians
Some More Characteristics of Australian Culture
Some Australian Myths
Some Organisational Differences (USA & Europe)
Section 6 Some Useful Frameworks for Organisational Transitions
Frameworks for Organisational Transition
Framework 1 Monash Mt Eliza Business School
Framework 2 McKinsey 7-S Framework
Framework 3 Reaction Stages in Change
Framework 4 Change Matrix
Framework 5 Force Field Analysis
Framework 6 The Learning Organisation
Framework 7 Expanded "Change Journey"
Framework 8 Leadership/Management and Change
Framework 9 Minority Influence Theory
Framework 10 Beckhard Change Framework
Framework 11 Manager's Framework for Change and Performance
Framework 12 Four Rs: Reframe, Restructure, Revitalise and Renewal
Framework 13 Change Audit Framework
Framework 14 Dance of Change
Framework 15 Missing Links in Managing Change
Framework 16 Precision Model
Framework 17 3 Ps and 11 Ss Sequence
Framework 18 The GE Change Framework
Framework 19 Transformational Triangle (Shell)
Framework 20 Theories E and O
Framework 21 14 Points and 5 Deadly Sins
Framework 22 Business Concept Innovation
Framework 23 A framework for change
Framework 24 Innovation Solution for Change
Framework 25 Visuals
Framework 26 Performance Leadership
Framework 27 A Five-Step Change Management Framework
Framework 28 The Dynamics of Change: a Framework for Understanding & Managing Others Through Change
Framework 29 Yahoo's Way
Framework 30 Spiritual Capital
Framework 31 Transformation to a Dot-com
Framework 32 Seven Capacities of the U Movement
Framework 33 A Conceptual Model for Managed Cultural Change
Framework 34 Assessing Cultural Dimensions
Framework 35 Learning Culture
Framework 36 Pyramid
Framework 37 DICE
Framework 38 Managing Organisational Change
Framework 39 Change Through Persuasion
Framework 40 Blueprint for Change
Framework 41 Changing Minds
Framework 42 Positive Deviants Within the Organisation
Framework 43 Transforming Large Global Giants
Framework 44 Innovation as a Basis for Change
Framework 45 Eight Steps to Organisational Change
Framework 46 Business Model Innovation
Framework 47 Change Your Management Model
Framework 48 Orica Approach
Framework 49 Transition Management
Framework 50 Transitions in Uncertain Times
Framework 51 Transition Strategy (STARS)
Framework 52 Sustainability as a Basis for Change
Framework 53 PROSCI (ADKAR/Change Management Activity)
Framework 54 Agile
Framework 55 SCARF (A Neuroscience Approach)
Framework 56 Change Driven by Decision-making
Framework 57 Democratic Approach
Framework 58 Who Killed Change?
Framework 59 Virginia Satir Change Process
Framework 60 Cultural Change That Sticks
Framework 61 Switch Principles
Framework 62 Keep Your Thinking on the 'Cutting Edge'
Framework 63 Reviewing Your Business Model
Framework 64 Blue Ocean Strategy (value innovation)
Framework 65 Five Phases (mobilise, understand, design, implement and manage)
Framework 66 STAR
Framework 67 What Makes an Organisational Culture Respected
Framework 68 Shared Value (includes CSR)
Framework 69 Talent Management
Framework 70 Business Models for the Digital Age
Framework 71 Strategic Growth
Framework 72 Shared Value
Section 7 Case Studies - Case Study 1 - (Spectacular Growth and Dynamic Change)
Case Study 2 - (Ineffectual Change Attempt)
Case Study 3 - (Successful and 'sleepy' Organisation)
Case Study 4 - (Hierarchical, tradition-bound and union-dominated organisation)
Case Study 5 - (Hierarchical, technocratic and unionised organisation)
Seven Essential Ingredients for a Change Framework
Seven Essential Ingredients for Selecting a Framework in the Human Journey of Change
Continuous and Self-sustaining Process
Demonstrating the Linkages between the Ingredients
General Comments on the 7 Ingredients
Ingredient 1
Laying a Foundation for New Ways
Transition Management
Comments on Handling Ingredient 1 - Introduction
1. Grief Cycle
2. Generational Differences (also see motivation in Ingredient 4)
3. Ethnic Differences
4. Gender Differences
5. Evolutionary Psychology
6. Different Categories of Intelligence
7. Machinery of the Mind (see Concepts of thinking)
8. Individual and Organisational Learning
9. The Learning Hierarchy
10. Zero, Single and Double Loop Learning
11. Social Network Analysis
12. Anxieties - Learning and Survival
13. Cognitive Fitness
14. Defensive Routines and Behaviours (Flathead Society)
15. The Power of One Person, or a Small Group, to Make a Difference?
16. Consciousness (self-awareness)
17. Lying
18. Bullying
19. More Bad Behaviour in the Work Place
20. Faking
21. Depression
22. Sleep
23. Stress
24. Energy Levels
25. Humour
26. Combining the Tangibles and Intangibles
27. Some Tactics for Changing Minds
28. How to Change Entrenched Views
29. Responses to Change, ie Resistance
30. How the Brain Works
31. Nine Basic Instincts
32. Concepts of Thinking, eg self-control, ego, discipline, flow, intelligence, rationality, intuition, aversion, etc
Some Useful Techniques for Handling Ingredient 1
Quiz for Testing Cognitive Bias
Indicators of Success at Ingredient 1
Summary of Ingredient 1
Potential Challenges at Ingredient 1
Ingredient 2
Establishing a Sense of Urgency
Signs of Complacency
Some Ways to Handle Complacency
Some Techniques to Facilitate Ingredient 2
Potential Challenges at Ingredient 2
Ingredient 3
Forming a Transitional Team
Transitional Team's Transient Role
Nine Key Characteristics of an Effective Transitional Team
Eight Primary Responsibilities of the Transitional Team
Measurement of the 3 Distinct Phases of Learning Initiative for Transitional Team
Leadership
Organisational Leadership
Situational Leader Framework
More Comments on Leadership
Leadership is Dangerous!!!!!!
Comments on Australian Leadership
Some Attributes of Managers and Leaders
Too Little Leadership Also Fuels Mistakes
Five Degrees of Change
Leadership Compared with Management
Different Styles of Executive Leadership
A fund manager's view of management
Six Features of Effective Change Leadership
What Senior Management Needs to Understand
The Fundamental Tasks of Leadership During Change
"Energy Unleashing" Leadership
Leadership as Learning
Ways to Address Lack of Leadership
Six Myths about Strong Leaders
Striking the Right Balance
Common Characteristics of Real Change Leaders (RCLs)
What do RCLs Believe in?
RCLs Often have Different Backgrounds from Many Top Executives
Ideas for Enacting Change When not in a Senior Position of Authority
Differences between "Good Managers"and RCLs
Both Management and Leadership are Needed to Run an Organisation of Any Size in an Era of Change
Profiles of Four Different Guiding Coalitions
High Leadership and High Management can be Created with Teamwork
Infectious Commitment
Rate of Adoption of Change by Types of People
Rate of Adoption of Change By Type of People
Finding Partners
Getting the Uncommitted Onside
Some Techniques to Facilitate Ingredient 3
Potential Challenges at Ingredient 3
Ingredient 4
Creating Alignment
Self-knowledge
Communications
The 10 Laws of Human Communication
Motivation and Associated Issues
Intrinsic v. Extrinsic Motivation
Staff Motivation
Behaviourism, ie behavioural design
How to Persuade and Influence People
More on the Art of Persuasion
Managing Upwards
Shared Purpose/Vision and Visioning
Questions to Help Develop a Shared Purpose
Key Points in Developing a Purpose
Principles of Developing a Purpose/Vision
Some Comments on the Process of Developing a Purpose for Change
Nine Reasons a Shared Purpose is Important
Need to Remove Obstacles to the Shared Purpose
Give People Information, and do it Again and Again
Rules of Thumb
Managing the Horizons
Relationship between Leadership, Management, Purpose, Strategies, Plans and Budgets
Some Techniques to Facilitate Ingredient 4
Potential Challenges at Ingredient 4
Ingredient 5
Maximising Connectedness
Relationships
Power
Importance of Commitment
Information and Knowledge
Trust
How to Build Transactional trust
Ways to Improve Trust
More on Connectedness
How Staff can Hinder Management
Performance
More on Performance
Performance Management
Performance Appraisal
Rewards and Performance
Organisational Structure
Teams
Are Teams the Right Strategy?
Why Teams?
Development of Teams: 2 Concepts *i
The Differences Between Groups and Teams
Manager's Role in Team's Effectiveness
Teams - Useful Technique in the Transition Process
Eleven Characteristics Common to Successful Teams
More on Problem-solving
What to Observe in Teams
Four Stages in Developing a Team
Team Development Game Plan
Adapting to a Cross-functional Team Structure invokes the Fear Cycle
Establishing a Team
Some Criteria for Team Members and Teams
Six Effective Leadership Behaviours for Facilitating Successful Teams
Some Characteristics of High-performing Teams (P.E.R.F.O.R.M.)
Successful Teams Operate in this Context
Successful Team Tactics
Why Some Teams Succeed and Most Don't
Team Danger Signals
Some Myths about Teams
Essential Conditions For Team-based Top Management
Why Top Management Teams Often Fail
Team Members' Resistance
Why do Teams Fail?
Other barriers to teams succeeding are:
Making a Team Innovative
Why Team Members Won't Speak Out, and Ways to Handle this Situation
Managing a Team vs. Managing the Individuals on a Team
How to Compensate Teams
How to Help Teams Make Decisions
Sporting Teams
Sporting Approach to Teams
Teams from Outside
Multi-cultural Teams
Virtuoso Teams
Virtual Teams
Holacracy
Team Charter Model
Changes to Create Empowerment
The 3 Levels of Delegation
Levels of Decision-Making
Five Levels of Decision-making
Forms of Decision-making
Elements of Decision-making
Processes Behind Key Business Decisions
Neuroscience and Decision-making (see Volume 1 for more detail on Neuroscience)
Some Issues with Empowerment and Teams for Functional Managers and Team Members
Does Management Practise what it Preaches ?
Questions that will Need to be Answered to Overcome the Differing Views of Change
Some Techniques to Facilitate Ingredient 5
Potential Challenges at Ingredient 5
Ingredient 6
Strategic staircase
Creating Short-term Wins
Characteristics of Short-term Wins
Benefits of Short-term Wins
Some Tips for Generating Short-term Wins
Some Thoughts on How to Reward Efficiently
Influence of Short-Term Wins on Business Change
The Relationship between Leadership, Management, Short-Term Results and Successful Change
Potential Challenges at Ingredient 6
Ingredient 7
Consolidating Performance Improvement
Ways to Embed Change
Implanting Change Takes Time
Develop Disciplinary Modes of Thinking
Succession Planning
How to handle a new senior manager (CEO) from outside the organisation?
Four Types of Managers
Why Executives Fail
Role of Boards
What Ingredient 7 Looks Like in an Effective and Major Change Effort, ie Consolidating the Change
Evolution of an Organisation can Affect the Prevailing Culture
Some Techniques to Facilitate Ingredient 7
Potential Challenges at Ingredient 7
General Comments & Summary
Most Important Change Initiatives
Some Tips for Handling Change
Some Basics to Remember about Organisational Transition
Seven Essential Ingredients for Selecting a Framework in the Human Journey of Change
Introduction - Technique Selection
Some Techniques to Facilitate Ingredient 1 (Laying a foundation for new ways)
Technique 1.1 What Kind of Organisations do you Work for?
Technique 1.2 Some Symptoms of a Dysfunctional Organisation
Technique 1.3 Some Vital Signs to Check the Organisational Culture's Readiness for Change
Technique 1.4 Assessing Your Transition Readiness
Technique 1.5 Questions for Considering the Challenges of Change
Technique 1.6 Helping to Understand the Change Initiative
Technique 1.7 Supportive Listening
Technique 1.8 Critical Reflection
Technique 1.9 Handling Feedback
Technique 1.10 Dialogue
Technique 1.11 Psychometric Testing
Technique 1.12 Your Readiness to Change
Technique 1.13 Exploring Your 9 Intelligences
Technique 1.14 Understanding Oneself
Technique 1.15 Is Your Job a Good Fit?
Technique 1.16 Leadership Questionnaire
Technique 1.17 Some Interesting Questions
Technique 1.18 Optimism vs Pessimism
Technique 1.19 360 Evaluation
Technique 1.20 Profile of Knowledge
Technique 1.21 A Way to Look at An Organisation's Culture
Technique 1.23 How to Describe Your Culture
Technique 1.22 Competing Values Framework
Technique 1.24 Assumptions to Help Determine Different Cultures or Sub-cultures
Technique 1.25 History Map
Technique 1.26 History Trip
Technique 1.27 Working More Attuned to Systems and Fundamental Causes
Technique 1.28 Discussability of Issues
Technique 1.29 Climbing out of the Muck
Technique 1.30 Understanding the 5 Stages of Skill Acquisition
Technique 1.31 Practising Relevance
Technique 1.32 Strategy via Conversation
Technique 1.33 Your Behaviour as a Manager
Technique 1.34 Attitudinal Survey
Technique 1.35 Exposing Left-hand Columns
Technique 1.36 Information Chain
Technique 1.37 Process Enneagram
Technique 1.38 Communications
Technique 1.39 Non-Verbal Signals (including tone)
Technique 1.40 Negotiations
Technique 1.41 Five Major Events of Your Life
Technique 1.42 Network Mapping
Technique 1.43 Identifying the Desirability of Behaviours
Technique 1.44 Organisational Intelligence Profile*i
Technique 1.45 Informal Metaphors
Technique 1.46 Appreciative Inquiry (AI)
Technique 1.47 Johari Window
Technique 1.48 Story-telling (Discourse Theory)
Technique 1.49 Relational or Interpersonal Abilities/Skills
Technique 1.50 Useful questionnaires/ Checklists for Handling Transitions
Technique 1.51 Perceptual Positioning
Technique 1.52 Questions about Mindsets
Technique 1.53 Hygiene and Motivators
Technique 1.54 Fierce Conversations
Technique 1.55 Applying the Principles of Transformation (version 1)
Technique 1.56 Applying the Principles of Transformation (version 2)
Technique 1.57 Brain Wiring Test (Gender Indicator)
Technique 1.58 Source of Stress
Technique 1.59 Stress Symptoms
Technique 1.60 Energy Audit
Technique 1.61 Barriers To Trust
Technique 1.62 What's Your Organization's Complexity Quotient?
Technique 1.63 Self Test: Are You A Certified Jerk?
Technique 1.64 Understanding the Grief Cycle
Technique 1.65 Resistance (Responses to Change)
Technique 1.66 Causes of Resistance
Technique 1.67 Stages of Resistance to Change
Technique 1.68 Statements/Activities That Reveal Resistance (Version 1)
Technique 1.69 Statements That Reveal Resistance (Version 2)
Technique 1.70 Understanding Losses and Endings
Technique 1.71 Some Reasons for Resistance to Change
Technique 1.72 How to Use Resistance to Help Change
Technique 1.73 General Questions around Change
Technique 1.74 Understanding the Operating Environment Around You - PEST(LE) Analysis
Technique 1.75 How Good are Your People Skills?
Technique 1.76 Self-Awareness
Technique 1.77 Review (reflection)
Technique 1.78 Grit Determination
Change Implementation Techniques for Creating a Sense of Urgency
Seven Essential Ingredients for Selecting a Framework in the Human Journey of Change
Introduction - Technique Selection
Some Techniques to Facilitate Ingredient 2 (Creating a Sense of Urgency)
Technique 2.1 Linkages in the Public Sector
Technique 2.2 Porter's Competitive Analysis - Modified
Technique 2.3 Simplified Competitive Analysis
Technique 2.4 How Does Your Organisation Best Compete
Technique 2.5 Some Important Questions*i
Technique 2.6 More Important Questions*i
Technique 2.7 Some Essential Questions
Technique 2.8 Evaluate Your Core Businesses/ Activities
Technique 2.9 NAB's Questions
Technique 2.10 Some Salient Questions
Technique 2.11 Questions on External (Adaptation and Survival) and Internal Integration
Technique 2.12 Test Your Organisation's Strategy(ies)
Technique 2.13 Stress-Test Your Strategy
Technique 2.14 Diagnosing Your Business
Technique 2.15 Internally Driven, Externally Aware
Technique 2.16 SWOT(T)*i*ii
Technique 2.17 Some Strategy Questions
Technique 2.18 Australian Business Excellence Framework
Technique 2.19 Testing the Quality of Your Strategy
Technique 2.20 Possible Strategies for Being More Valuable to Clients
Technique 2.21 Some "Friendly Skeptic" Questions to Appraise a Strategic Plan
Technique 2.22 Fundamental Traits of Organisational Effectiveness
Technique 2.23 Ten Questions Every Business Owner Must Answer
Technique 2.24 Checking the Diminishing Returns
Technique 2.25 Understanding Discontinuities and Change Differentials
Technique 2.26 Porter's Value Chain
Technique 2.27 Understanding Your Value Chain
Technique 2.28 Checking for Strategic Decay
Technique 2.29 Some Questions for Analysing an Organisation
Technique 2.30 An Organisational Transition Audit
Technique 2.31 General Questions
Technique 2.32 Reviewing Strategic Dimensions
Technique 2.33 Looking at Your Services & Products
Technique 2.34 Looking at Processes
Technique 2.35 Job Design
Technique 2.36 Life-cycle Approach
Technique 2.37 Matching Turbulence - Aggressiveness - Responsiveness
Technique 2.38 Corporate Culture and Value Audit
Technique 2.39 Responsiveness to Environment
Technique 2.40 Six Cell Balancing Techniques
Technique 2.41 Some Questions
Technique 2.42 Identifying Driving Forces
Technique 2.43 Questions that Executives Need to Answer
Technique 2.44 Balanced Scorecard
Technique 2.45 Strategy Mapping
Technique 2.46 Simplified Stakeholder Analysis
Technique 2.47 Porter's Cluster Model
Technique 2.48 Process Mapping
Technique 2.49 Some Project Management Techniques
Technique 2.50 Six Sigma
Technique 2.51 Scenario Planning
Technique 2.52 Systems Thinking
Technique 2.53 Best-practice Marketing
Technique 2.54 Product Portfolio Analysis
Technique 2.55 Marketing Ps (7 Ps)
Technique 2.56 Matrix Chart (M2)
Technique 2.57 Utopia/Blue Sky (one decade on)
Technique 2.58 Authority/Productive Matrix
Technique 2.59 Staff Vitality Curve
Technique 2.60 Customer Value Analyses
Technique 2.61 Customer Relationship Management (CRM)
Technique 2.62 Marketing Audit (Some Questions)
Technique 2.63 Screening Products & Services for Success
Technique 2.64 Benchmarking
Technique 2.65 Analyse the Way We Work
Technique 2.66 Time Management
Technique 2.67 More on Goal-setting
Technique 2.68 Four Information Gaps
Technique 2.69 "ABCD" Model
Technique 2.70 Shared Services
Technique 2.71 Supply Chain Management
Technique 2.72 DICE
Technique 2.73 Do You Need to Re-organise?
Technique 2.74 Corporate Cholesterol test
Technique 2.75 Eight Key Questions
Technique 2.76 What is Your Risk Profile?
Technique 2.77 Understanding the Operating Environment Around You - PEST(LE) Analysis
Technique 2.78 Macro-scanning
Technique 2.79 Big Picture Assessment
Technique 2.80 Location of New Identity
Technique 2.81 Decision-making in Large Organisations
Change Implementation Techniques for Forming Transitional Team, Creating Alignment, Maximizing Connectedness and Creativity
Seven Essential Ingredients for Selecting a Framework in the Human Journey of Change
Introduction - Technique Selection
Section 1 - Some Techniques to Facilitate Ingredient 3 (Forming a Transitional Team)
Technique 3.1 Questions for Planning the Transition Focus
Technique 3.2 Assessing Change Management Skills
Technique 3.3 Questionnaire to Determine the Readiness of Staff for Team Development Linked with Change
Technique 3.4 Are Teams the Right Approach?
Technique 3.5 Are Teams the Right Strategy?
Technique 3.6 The Differences Between Groups and Teams
Technique 3.7 Some Questions Around Developing a Team
Technique 3.8 Selecting a Team
Technique 3.9 Four Stages in Team Development
Technique 3.10 High-performing Team Rating Form
Technique 3.11 Empowerment Assessment
Technique 3.12 Team Performance Checklist
Technique 3.13 Your Style as a Manager
Section 2 - Some Techniques to Facilitate Ingredient 4 (Creating Alignment)
Technique 4.1 Questions Around Organisational Relationships
Technique 4.2 Values Statement
Technique 4.3 Values Cards
Technique 4.4 Questions to Help Develop Shared Vision and Mission Statements
Technique 4.5 More Questions to Develop Vision and Mission Statements
Technique 4.6 Some Questions for Investigating Motivation
Scale of Motivation
The 16 Motivational States
Technique 4.7 Managing Upwards
Section 3 - Some Techniques to Facilitate Ingredient 5 (Maximising Connectedness)
Technique 5.1 Network Mapping
Technique 5.2 Accountability Matrix
Technique 5.3 Responsibility Grid
Technique 5.4 Eight Issues that Focus Organisational Culture
Technique 5.5 Some Questions on Relationships
Technique 5.6 Understanding Types of Decision-making
Technique 5.7 Rate Your Decision-making Effectiveness
Technique 5.8 Team Meeting Guidelines
Technique 5.9 Readiness for Performance Appraisal
Technique 5.10 New Assumptions
Technique 5.11 Level of Engagement (1)
Technique 5.12 Level of Engagement (2)
Technique 5.13 Template for 5 Conversations
Section 4 - Some Techniques for Facilitating Ingredient 5 (including Creativity, Imagination, Novelty, Fantasy, Play, Innovation, Brainstorming Simplicity and Entrepreneurship (as Part of Knowledge Management)
Technique 6.1 Creativity and Innovation Checklist
Technique 6.2 Eight Characteristics of Highly Innovative Organisations
Ways of Thinking Outside the Box
Mindsets
Some Conditions to Establishing Creative Organisations
Some Definitions
Technique 6.3 Eleven Misconceptions about Creativity
Creativity and the Brain Process
Whole-Brain Creativity Technique
Self-Organising Systems
Technique 6.4 Dimensions to an Innovative Climate
Technique 6.5 Building Perpetually Innovative Organisations
Technique 6.6 Some Questions on Readiness for Innovation
Innovation as a Core Competency
Technique 6.7 Your Record of Innovation
Crossword Technique
Thinking
Technique 6.8 Reasons for Innovative Failures
Technique 6.9 Some Questions to Help Identify if Your Idea is Going to Make it
Technique 6.10 Idea Killers - Judgmental Comments
Technique 6.11 Basic Guidelines of Brainstorming
Traditional Thinking Techniques
Technique 6.12 Cause-Effect (Fishbone Diagram)
Technique 6.13 Imagineering
Creative Thinking Techniques
Technique 6.14 CoRT
Technique 6.15 Six Hats
Some examples of the successful use of 6 hats:
Technique 6.16 Fan Concept
Technique 6.17 Po
Technique 6.18 Random Word - A Chance Method of Po
Technique 6.19 Use of Analogy
Technique 6.20 Questioning Attitude
Technique 6.21 Odd Person in
Systematic Inventive Thinking
Technique 6.22 Subtraction
Technique 6.23 Multiplication
Technique 6.24 Division
Technique 6.25 Task Unification
Technique 6.26 Attribute Dependency
Technique 6.27 Determining Potential Function
Section 5 - Some Techniques to Facilitate Ingredient 7 (Consolidating Performance Improvement)
Technique 7.1 Building Emotional Capital
Technique 7.2 Criteria for Selecting the Best Talent
Technique 7.3 Becoming an Inside-Outside Leader
Technique 7.4 Principles of Mentoring
Technique 7.5 Checklist of Positive Behaviours for Nurturing an Atmosphere of General Mentoring
Technique 7.6 Some Questions to Start Mentoring
Technique 7.7 Some Comments on Developing a Succession Plan
Technique 7.8 Test Your Organisation Against These Principles
Technique 7.9 A Framework for Linking Culture and Organisational Transitions
Technique 7.10 Seen From Below
Technique 7.11 Management Style (Zooming Framework)
Technique 7.12 Is Your Job a Good Fit?
Technique 7.13 Blake-Mouton Leadership Questionnaire
Section 6
Customer Management
Technique 8.1 Shift Perspective (organisation-centric to customer-centric)
Technique 8.2 Determinants of Customer Service
Technique 8.3 Six Rs of Branding
Technique 8.4 Five Ways to Fail in Being Customer-centric
Technique 8.5 Levels of Customer Connection
Technique 8.6 Classification of Customers
What are Customers Looking for?
Technique 8.7 Seven Drivers of Authenticity
Technique 8.8 Customer Type
Importance of Customer Retention
Technique 8.9 Rationales of Loyalty Programs
Technique 8.10 Steps in Growing Customer Loyalty
Technique 8.11 Customer Feedback Checklist
Technique 8.12 Empathy Map
Section 7 - General Techniques
Technique 9.1 Improve Your Facilitation Skills
Technique 9.2 Mind Mapping or Radiant Thinking
Technique 9.3 Action Plan
Section 8 - Organisations That Have Attended and Benefited from this Masterclass/Workshop
Section 9 - Answers to Pre-test
Section 10 - Findings from Case Studies
Case Study 2 - Answers to Case Study 2
Section 11 - Bio-data of Bill Synnot
Section 12 - References and Acknowledgments

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