Organisational Change Management Volume 1
Useful Change Management Techniques to Handle the 7 Ingredients
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Useful Change Management Techniques for handling Ingredient 1 - Laying the foundation
(See Volume 3 for details)
No. |
Ingredient 1 (Laying the Foundation) |
1.1 |
What Kind of Organisations do you Work for? |
1.2 |
Some Symptoms of a Dysfunctional Organisation |
1.3 |
Some Vital Signs to Check the Organisational Culture's Readiness for Change |
1.4 |
Assessing Your Transition Readiness |
1.5 |
Questions for Considering the Challenge of Change |
1.6 |
Helping to Understand the Change Initiative |
1.7 |
Supportive Listening |
1.8 |
Critical Reflection |
1.9 |
Handling Feedback |
1.10 |
Dialogue |
1.11 |
Psychometric testing |
1.12 |
Your Readiness to Change |
1.13 |
Exploring Your 9 Intelligences |
1.14 |
Understanding Oneself |
1.15 |
Is Your Job a Good Fit? |
1.16 |
Leadership Questionnaire |
1.17 |
Some Interesting Questions |
1.18 |
Optimism vs Pessimism |
1.19 |
360 Degree Evaluation |
1.20 |
Profile of Knowledge |
1.21 |
A Way to Look at an Organisation's Culture |
1.22 |
Competing Values Framework |
1.23 |
How to Describe Your Culture |
1.24 |
Assumptions to Help Determine Different Cultures or Sub-cultures |
1.25 |
History Map |
1.26 |
History Trip |
1.27 |
Working More Attuned to Systems and Fundamental Causes |
1.28 |
Discussability of Issues |
1.29 |
Climbing out of the Muck |
1.30 |
Understanding the 5 Stages of Skill Acquisition |
1.31 |
Practising Relevance |
1.32 |
Strategy as Conversation |
1.33 |
Your Behaviour (Models 1 and 2) |
1.34 |
Attitudinal survey |
1.35 |
Exposing Left-hand Columns |
1.36 |
Information Chain |
1.37 |
Process Enneagram |
1.38 |
Communications |
1.39 |
Non-verbal Responses (including tone) |
1.40 |
Negotiations |
1.41 |
Five Major Events of Your Life |
1.42 |
Network Mapping |
1.43 |
Identifying the Desirability of Behaviours |
1.44 |
Organisational Intelligence Profile |
1.45 |
Informal Metaphors |
1.46 |
Appreciative Inquiry (AI) |
1.47 |
Johari Window |
1.48 |
Storytelling (Discourse Theory) |
1.49 |
Relational or Interpersonal Abilities/ Skills |
1.50 |
Useful Questionnaire/Check List for Handling Transitions |
1.51 |
Perceptual Positioning |
1.52 |
Questions on Mindsets |
1.53 |
Hygiene and Motivators |
1.54 |
Fierce Conversation |
1.55 |
Applying the Principles of Transformation (version 1) |
1.56 |
Applying the Principles of Transformation (version 2) |
1.57 |
Brain Wiring Test (Gender Indicator) |
1.58 |
Source of Stress |
1.59 |
Stress Symptoms |
1.60 |
Energy Audit |
1.61 |
Barriers to Trust |
1.62 |
What's Your Organization's Complexity Quotient? |
1.63 |
Self Test : Are You A Certified Jerk? |
1.64 |
Understanding the Grief Cycle |
1.65 |
Resistance (Response to Change) |
1.66 |
Causes of Resistance |
1.67 |
Stages of Resistance to Change |
1.68 |
Statements That Reveal Resistance (Version 1) |
1.69 |
Statements That Reveal Resistance (Version 2) |
1.70 |
Understanding Losses and Endings |
1.71 |
Some Reasons for Resistance to Change |
1.72 |
How to Use Resistance to Help Change |
1.73 |
General Questions About Change |
1.74 |
Understanding the Operational Environment Around Us - PESTLEC analysis |
1.75 |
How Good are Your People Skills |
1.76 |
Self-awareness |
1.77 |
Review (reflection) |
1.78 |
Grit Determination |
Useful Change Management Techniques for handling Ingredient 2 - Sense of Urgency
(See Volume 4 for details)
No. |
Ingredient 2 (Sense of Urgency) |
2.1 |
Linkages in the Public Sector |
2.2 |
Porter's Competitive Analysis - Modified |
2.3 |
Simplified Competitive Analysis |
2.4 |
How Does Your Organisation Best Compete |
2.5 |
Some Important Questions |
2.6 |
More Important Questions |
2.7 |
Essential Questions |
2.8 |
Evaluate Your Core Businesses/ Activities |
2.9 |
NAB's Questions |
2.10 |
More Salient Questions |
2.11 |
Questions on External (Adaptation and Survival) and Internal Integration |
2.12 |
Testing your Organisation's Strategy(ies) |
2.13 |
Stress-Test Your Strategy |
2.14 |
Diagnosing Your Business |
2.15 |
Internally driven, Externally Aware |
2.16 |
SWOT(T) |
2.17 |
Some Strategy Questions |
2.18 |
Australian Business Excellence Framework |
2.19 |
Testing the Quality of Your Strategy |
2.20 |
Possible Strategies for Being More Valuable to Clients |
2.21 |
Some "Friendly Skeptic" Questions to Appraise a Strategic Plan |
2.22 |
Fundamental Traits of Organisational Effectiveness |
2.23 |
Ten Questions Every Business Owner Must Answer |
2.24 |
Checking the Diminishing Returns |
2.25 |
Understanding Discontinuities and Change Differentials |
2.26 |
Porter's Value Chain |
2.27 |
Understanding Your Value Chain |
2.28 |
Checking for Strategic Decay |
2.29 |
Some Questions for Analysing an Organisation |
2.30 |
An Organisational Transition Audit |
2.31 |
General Questions |
2.32 |
Reviewing Strategic Dimensions |
2.33 |
Looking at Your Services and Products |
2.34 |
Looking at the Process |
2.35 |
Job Design |
2.36 |
Life Cycle Approach |
2.37 |
Matching Turbulence - Aggressiveness - Responsiveness |
2.38 |
Corporate Cultural & Value Audit |
2.39 |
Responsiveness to Environment |
2.40 |
Six Cell Balancing Tools |
2.41 |
Some Questions (Jack Welch) |
2.42 |
Identify Driving Forces |
2.43 |
Questions that Executives Need to Answer |
2.44 |
Balanced Scorecard |
2.45 |
Strategy Mapping |
2.46 |
Simplified Stakeholder Analysis |
2.47 |
Porter's Cluster Chain |
2.48 |
Process Mapping |
2.49 |
Some Project Management Techniques |
2.50 |
Six Sigma |
2.51 |
Scenario Planning |
2.52 |
Systems Thinking |
2.53 |
Best-practice Marketing |
2.54 |
Product Portfolio Analysis |
2.55 |
Marketing P's (7P's) |
2.56 |
Matrix Chart |
2.57 |
Utopia/Blue Sky (one decade on) |
2.58 |
Authority/productive matrix |
2.59 |
Staff Vitality Curve |
2.60 |
Customer Value Analysis (8 techniques) |
2.61 |
Customer Relationship Management |
2.62 |
Marketing Audit (Some Questions) |
2.63 |
Screening Products & Services for Success |
2.64 |
Benchmarking |
2.65 |
Analysing the Way we Work |
2.66 |
Time Management |
2.67 |
More on Goal Setting |
2.68 |
Four Information Gap |
2.69 |
"ABCD" Model |
2.70 |
Shared Services |
2.71 |
Supply Chain Management |
2.72 |
DICE |
2.73 |
DO You Need to Re-organise? |
2.74 |
Corporate Cholesterol Test |
2.75 |
Eight Key Questions |
2.76 |
What is Your Risk Profile |
2.77 |
Understanding the Operational Environment Around Us - PESTLEC analysis |
2.78 |
Micro-scanning |
2.79 |
Big Picture Assessment |
2.80 |
Location of New Identity |
2.81 |
Decision-making in Large Organisations |
Useful Change Management Techniques For handling Ingredient 3 - Transitional team
(See Volume 5 for details)
No. |
Ingredient 3 (Transitional Team) |
3.1 |
Questions for Planning the Transition Focus |
3.2 |
Assessing Change Management Skills |
3.3 |
Questionnaire to Determine the Readiness of Staff for Team Development Linked with Change |
3.4 |
Are Teams the Right Approach? |
3.5 |
Are Teams the Right Strategy? |
3.6 |
The Differences Between Groups and Teams |
3.7 |
Some Questions Around Developing a Team |
3.8 |
Selecting Teams |
3.9 |
Four Stages in Team Development |
3.10 |
High-performing Team Rating Form |
3.11 |
Empowerment Assessment |
3.12 |
Team Performance Checklist |
3.13 |
Your Style as a Manager |
Useful Change Management Techniques For handling Ingredient 4 - Creating Alignment
(See Volume 5 for details)
No. |
Ingredient 4 (Creating Alignment) |
4.1 |
Questions Around Organisational Relationships |
4.2 |
Value Statement |
4.3 |
Values Cards |
4.4 |
Questions to Help Develop Shared Purpose and Mission Statements |
4.5 |
More Questions to Develop Purpose and Mission Statement |
4.6 |
Some Questions for Investigating Motivation |
4.7 |
Managing Upwards |
Useful Change Management Techniques for handling ingredient 5 - Maximising Connectedness
(See volume 5 for details)
No. |
Ingredient 5 (Maximising Connectedness) |
5.1 |
Network Mapping |
5.2 |
Accountability Matrix |
5.3 |
Responsibility Grid |
5.4 |
Eight Issues that Focus Organisational Culture |
5.5 |
Some Questions on Relationships |
5.6 |
Understanding Types of Decision-making |
5.7 |
Rate Your Decision-making Effectiveness |
5.8 |
Team Meeting Guidelines |
5.9 |
Readiness for Performance Appraisal |
5.10 |
New Assumptions |
5.11 |
Level of Engagement (1) |
5.12 |
Template of 5 Conversations |
Some Useful Creative Techniques |
|
Background |
|
6.1 |
Creativity and Innovation Check List |
6.2 |
Eight Characteristics of Highly Innovative Organisations |
6.3 |
Eleven Misconceptions about Creativity |
6.4 |
Dimensions to an Innovative Climate |
6.5 |
Building Perpetually Innovative Organisations |
6.6 |
Some Questions on Readiness for Innovation |
6.7 |
Your Record of Innovation |
6.8 |
Reasons for Innovative Failures |
6.9 |
Some Questions to Help Identify if Your Idea is Going to Make it |
6.10 |
Idea Killers - Judgmental Comments |
6.11 |
Basic Ingredients of Brainstorming |
6.12 |
Cause-Effect (Fishbone Diagram) |
6.13 |
Imagineering |
Creative Thinking |
|
6.14 |
CoRT |
6.15 |
Six hats |
6.16 |
Fan Concept |
6.17 |
Po |
6.18 |
Random word |
6.19 |
Analogy |
6.20 |
Questioning attitude |
6.21 |
Odd person in |
6.22 |
Subtraction |
6.23 |
Multiplication |
6.24 |
Division |
6.25 |
Task Unification |
6.26 |
Attribute Dependency |
6.27 |
Determining Potential Function |
Useful Change Management Techniques For handling Ingredient 7 - Consolidating Performance Improvements
(See volume 5 for details)
No. |
Ingredient 7 (Consolidating Performance Improvements) |
7.1 |
Building Emotional Capital |
7.2 |
Criteria for Selecting the Best Talent |
7.3 |
Becoming an Inside-Outside Leader |
7.4 |
Principles of Mentoring |
7.5 |
Checklist of Positive Behaviour for Nurturing an Atmosphere of General Mentoring |
7.6 |
Some Questions to Start Mentoring |
7.7 |
Some Comments on Developing a Succession Plan |
7.8 |
Test your Organisation against these Principles |
7.9 |
A Framework for Linking Cultural and Organisational Transitions |
7.10 |
Seen From Below |
7.11 |
Management Style (Zooming Framework) |
7.12 |
Is Your Job a Good Fit |
7.13 |
Blake-Moulton Leadership Questionnaire |
Customer Management |
|
8.1 |
Shift Perspectives (organisation-centric to customer-centric) |
8.2 |
Determinants of Customer Service |
8.3 |
Six Rs of Branding |
8.4 |
5 Ways to Fail in Being Customer-centric |
8.5 |
Levels of Customer Connection |
8.6 |
Classification of Customers |
8.7 |
Seven Drivers of Authenticity |
8.8 |
Customer Type |
8.9 |
Rationales of Loyalty Programs |
8.10 |
Steps in Growing Customer Loyalty |
8.11 |
Customer Feedback Checklist |
8.12 |
Empathy Map |
Useful Change Management Techniques For Summarising
(General Techniques - see Volume 5)
No. |
General |
9.1 |
Improve your Facilitation Skills |
9.2 |
Mind Mapping or Radiant Thinking |
9.3 |
Action Plan |