Centre of Excellence

Knowledge Base - Table of Contents

Organisational Change Management - TOC

Organisational Change Management

Section 1 Introductory Comments - Objectives of Reference Material

Background to Change Management

(Background to Change Management cont. 1)

(Background to Change Management cont. 2)

(Background to Change Management cont. 3)

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(Background to Change Management cont. 13)

(Background to Change Management cont. 14)


Peak-Performance, Innovative, Agile, Resilient and Robust Organisations

Introduction Themes (uncertainty)

Future minds

Types of organisations

Small Business Owner

Ten characteristics of knowledge-based organisations

Three components of growth

To correct under-performing organisations

Concept of flow

Concept of Striving (linking it with flow)

High Performance Companies (6 components)

FCORE (another way to explore high organisational performance)

Traditional Business Models Under Threat

Some examples of changing business models ( restaurants, wealth management and a newspaper, ie AFR)

Trends and Challenges (Introduction)


There are 8 Mega-trends

i) More from Less

ii) Going, Going.......Gone?

iii) Silk Highway

Global superpowers' rivalry (China versus USA)

iv) Forever Young

v) Virtually Here

vi) Great Expectations

vii) An Imperative to Innovate

Science and ethics

An Example of an Ethical Dilemma

An Example of the Impact of Technology (airports)

More Examples of the Impact of Technology

Robots (another example of AI and imperative to innovate)

AI Already in the Supermarkets

viii) Safety

Some other interesting trends include

Updating Megatrends

More on Mega-trends (2022)

(More on Mega-trends - 2022 - cont. 1)

(More on Mega-trends - 2022 - cont. 2)

(More on Mega-trends - 2022 - cont. 3)

(More on Mega-trends - 2022 - cont. 4)

(More on Mega-trends - 2022 - cont. 5)

(More on Mega-trends - 2022 - cont. 6)

(More on Mega-trends - 2022 - cont. 7)

Some Changing Paradigms

Old Rules, New Rules

Growth (there are 2 sides to it)

Generalisation vs. Specialisation

Collaborative Revolution

Types of Coordination (direct and indirect)

Seven Modern-day 'Moon Shots'

Comments on Some More Challenges

Ten major trends in agriculture

Looking to the Future (agriculture)

Strategies for the future (genetical modification, fertiliser, perennials, diversification and automation)

Four relevant food related topics

Competitive advantage

Six characteristics of Peak-Performance, Innovative, Agile, Resilient and Robust Organisations

1. Customer-focused

Create and Keep The Customer

Attracting Customers

Add value to customers

Customer relationship marketing

Look outside as well as inside your industry

Summary (customer focus)

2. Concentrate More on Leadership and Less on Management/Administration

Background to Management

More On Management

Cognitive thinking, emotional intelligence and spiritual intelligence

Executive role

Some Traits of Ineffective Leaders/Managers

Being at the Top has its Challenges

The Dilemma of Share Price (CEO)


Management/Leadership and Change

Middle Management


Complexity Adaptive Theory (Chaos Theory)

Chaos Theory

3. Entrepreneurial (Based on Innovation)

Introduction - Entrepreneurial

More Comments on Entrepreneurship

Importance of Migrants

Innovation strategies

Establishing a start-up requires an entrepreneurial mindset

Ten elements of community entrepreneurship

Entrepreneurial education


Internet - Overview

I) Introduction - Internet

Ii) Reasons For Reviewing Business Model

Iii) Internet Of Things (Iot)

Iv) Knowledge-Based Organisations

V) Links Between Innovation, Entrepreneurship, Invention, Marketing, Sustainable Development, Knowledge Management, etc

Perpetual Innovation

Diffusion of Innovation

Some additional Comments on Innovation

Bureaucratise Innovation (NASA)

4. People-oriented

Introduction - People-oriented

Working life

Why Do People Work?

Meaning In Work

Impact of Being a Slave to Your Job

More on Flexible Work

(More on flexible work cont. 1)

(More on flexible work cont. 2)


Improve Productivity

Handling Rowdy Meetings

Knowledge-Based Worker

Careers (skills)


Main roles of management

Some Trends in Criteria for Management Selection

Some Practical Advice on Management

Resources ( knowledge, time, etc)


Work-ready Skills

Human Capital

5. Tightly Focused on Decisive Opportunities

Introduction (trends)

The current short-term trends

Some Long-term Trend

Four Ps

Four Core Elements for Democracy and Market Economy to Succeed


Limitations of Technology




Social Media

Some impacts of social media

An Example of the Impact of Social Media, eg online recruitment

Social Media Profile

Five ways to bring your staff on site re social media

Social media has caused monumental changes

I) Start-Ups

More Comments On Start-Ups

Learn From Music Industry

Ii) Retail Industry (includes Australia)

Iii) Some More On Retailers

Iv) Worldwide Statistics (late 2015)

V) Facebook (Started In 2004)

Vi) Google

Vii) YouTube

Viii) Linkedin (Started In May 2003)

Ix) Twitter (Started In 2006)

Web is going mobile

Storytelling has boomed

Some Examples Of The Use Of Social Media

I) Adidas

Ii) Fiji

Iii) Social Advertising Business (Social Loot)

Iv) Crisis management

V) Citizen Journalism

Vi) Telstra

Vii) Optus

Viii) Australian Banks (Nab and Cba)

Ix) Financial Planning

X) Transactional Payments

Xi) Peer-to-peer financing, eg TransferWise

Xii) Virtual Currency, Eg Bitcoins

Xiii) Fundraising (crowd fundraising websites)

Xiv) Payment Revolution

Xv) Aristocrat

Xvi) Hard Rock Cafe

Xvii) Personal contacts

Xviii) Seven TV Network (Australia)

Xix) On-Line Behavioural Targeting

Xx) Change Tracking

Xxi) Art e-fairs, eg VIP Art Fair

Xxii) Online Support Groups

Xxiii) Bond

Xxiv) Tweet and Share

Xxv) Social TV

Xxvi) Eastmon Group (Australia)

Xxvii) Dominos (Australia)

Xxviii) Wesfarmers

Xxix) Woolworths (Australia's largest retailer)

Xxx) Myers (one of Australia's main retailers)

Xxxi) Movenbank

Xxxii) Peer review

Xxxiii) Photography

Xxxiv) Real Estate

Xxxv) Luxury goods' use of social media

Xxxvi) Politics

Xxxvii) China

Xxxvii) India


More On Learning Formats

Online University Model

Financial (fintech)

Some negative uses of social media


Disrupting Entire Organisation

Some More Negatives Of Social Media


Business models of online platforms

Fluidity in Business Models

Fines for Big Tech. Companies

Inner self or Inner Life

Extra Negative Impacts of Social Media

Dilemma Of Social Media

Social Gambling, Media Violence

Addiction To Social Media

Attention Span and Productivity

Impact on Memories, Manners, Depression, Fraud, Harassment, etc

Privacy Impacts

Ignorance and Information

Truth (as part of trust)

Cyber Security

Handling Internet Monopolies

More on Big Tech companies

Six Main Critiques of Big Tech

More on Tech Giants

Halo Effect Shattered by Big Tech

Changes in Market Concentration Over Time

Impact On Children's Developments Of Social Media

Impact Of Social Media On Traditional Advertising

Some Australian Examples

Some General Comments On Social Media

Changing Attitudes to Some Uses of Social Media

Digitalisation (linked with big data)

I) Introduction - Digitalisation

Ii) Impact Of Digitalisation On Jobs

An Impact Of Digitalisation Is Archive Fever (Hoardings)

Skills for Digital Economy

Big Data

I) Introduction - Big Data

Ii) Some Examples Of Digitalisation And Big Data

Iii) Messiness


I) Introduction - Automation

Ii) There Are Positives And Negatives To This

Human Genome Project

Sustainable Development (includes bio-mimicry)

Sustainability (UN)

6. Resilient

Introduction - Resilient

Resilience Model for Individuals

More on Resilence

How To Increase Resilience

More on How to Increase Resilience

Understanding Links between Resilience Stress and Rumination


Some Myths Around Well-being


Risk Is A Balance Between Emotion and Deduction

Organisational Risk

More Comments On Risk

Macro risks

Linked With Resilience Are 4 Challenges (cognitive, strategic, political and ideological)

Impact Of Denial

Mental Toughness

Importance Of Variety

Some references for 6 characteristics of peak-performance, innovative, agile, resilient and robust organisations

Some Powerful Insights from Successful CEOs

3Ms philosophy

Jack Welch, Ex-Ceo, General Electrics

Six Key Criteria for an Enduring and Successful Organisation

Some More Thoughts on Successful Firms and CEOs

Elements of Successful Senior Manager

More on Secrets to Success

Business World

Criteria for Evaluating the Top 500 Commercial Organisations

Characteristics of the Most Admired Organisations

Management Practices that Bring Superior Results

Introduction - Management Practices

Four Primary Management Practices

Four Secondary Management Practices

Organisational Change (Overview)


Change is

Technical versus Adaptive Changes

Levels of Change

Categories of organisational change can be shown as

Telescoping of Change

Unstable, Impermanent and Unexpected

Changing Face of Competition

Some Examples Are Changing the Face of Competition

Increasing Competition And Uncertainty/Chaos Are Linked

Market Concentration

Sharing or Gig Economy Or Collaborative Economy/Consumption As A Threat To Traditional Successful Business Models

Expanded Details On Shared Economy Examples

I) Airbnb (Global Holiday And Short-Term Proporty Rental)

Ii) Uber (Mobile Application For Car Service Booking)

Iii) Others

Local Situation on Change

Some Research Findings on Organisational Change (Prosci)

Why Change Organisations?

Introduction - Life-cycle Approach

Indicators of peaking on S-curve

Some Organisations Become A Victim Of Their Own Success And Size

Amazon (cloud computing and an example of disruptive technology)

Some factors that indicate a product or organisation is peaking

Innovation Can Be Risky

Linked With Obsolence Is Creative Destruction

Examples Of Organisations That Fell And Then Regained Their Position

An Example Of How 2 Organisations Facing Almost Identical Circumstances (Ames and Walmart)

Use Some Performance Criteria

An Organisation Needs To Periodically Shake Itself Up

The next Industrial Revolution or the Second Machine Age

Globalisation and Digitalisation

Interaction Between Jobs And Technology

S-Curve On Products

S-Curve on Technology (Hype Cycle)

S-Curve On Property Cycle

Even Iconic Fashions Have To Re-Invent Themselves Like Trenchcoats

S-Curve On Shares

Another Example Of The S-Curve

Some Variations Of The S-Curve

Leveraging The Wave

Timing The Wave

Remember: all industries/organisations are facing change in one form or another

Another Way Of Looking At The S-Curve Is Via Focus-Expand-Redefine Cycle

Innovation As A Basis For Invention

Introduction - Inventions

A Savy Entrepreneur Needs Nothing More Than The Internet And Some Good Ideas

Invention within Google

Creative Forecasting

Technology is Feral

Disruptive Innovations Are Most Likely To Succeed

Some Earlier Technological Changes Have Been Very Disruptive

Source Of Disruptive Ideas

Technology And People

New Technology Will Create Jobs

More on the Impact of Technology on Jobs and Work

Many Of The Emerging Business Models Do Not Fit Into The Existing Regulations

Examples of the Impact of Disruptive Technology

Technological Disruption Is Not New

Predictability Involves Understanding What Caused What And Why


Most Product Development Efforts Fail Commercially

Initial Conditions For Successful Growth

Twenty Management Practices That Work Against Innovation And Growth

I) Under Differentiated, Commoditised, One-Size-Fits-All Solutions

Ii) Usage Of Biological Evolution To Explain Unpredictability And Randomness

Iii) Best-By-Consensus

Iv) Defining Markets By Attribute-Based Or Customer-Based Demographics Or Organisational Boundaries

V) Powerful Investor Pressure To Increase Or Maintain Returns On Current Assets

Vi) Traditional Approach Of Going With New Technology To Existing, Large And Known Markets

Vii) Under-Estimating The Importance Of Customers At The Lower End Of The Market Point Of Entry For Disruptive Innovations

Viii) The Alternative Is To Look At New Market Customers (Non-Customers)

Ix) Innovator's Dilemma

X) Not Understanding Product Architecture And Interfaces Including Interdependence And Modularity

Xi) Need To Understand The 3 Conditions For Competing In A Modular World, Ie Non-Integrated Specialist

Xii) Keeping Development Of Disruptive Innovations In An Established Organisation And Using The Current Supply Chain That Is Organised Traditional Product/Service Categories

Xiii) Fear of focus

Xiv) Management's Demand For Quantification Of Opportunities

Xv) Advertising (Including Brands) Or Product Category By Market Segmentation

Xvi) That Differentiation And/Or Low Costs Are Growth Strategies

Xvii) Using Categories Of Core Competency To Decide Whether To In Source Or Outsource

Xviii) Not Realising That.....(using PRV framework)

Xix) Factors That Influence Incorrect Allocation Of Money

Xx) How To Manage This Dilemma Of Investing For Growth

A Disruptive Business Model Is A Valuable Corporate Asset

Does The Innovation Have Potential To Be Disruptive

Links Between Technology Disruption and Innovation

Organisations Need To Have The Right Culture To Handle The New Technological Changes

Some Issues Facing Successful Disruptive Organisations (FAANG)

Shared/Collaborative/On-Demand Economy And Organisations

I) Introduction - Shared Economy

Ii) The Shared Economy And Internet Is Increasing The Number Of Freelancers

Iii) Uber

Iv) Frenemies

Design Thinking

Disruptive Technological Advances Are Making Fantasy Into Possibility

Each Of These Disrupters Created A New Value Chain

Some Disruptions Are Hybrids

Fundamental Driver Of Japan'S Economic Miracle Is Of The 1960S To The 1990S Was Disruptive Organisations

Most Successful Organisations Have Been Disrupted At Least Once

Technology Companies Are Rising And Falling Faster

People Want Computers To Be Mobile

Some User Numbers In China (2014)

On Average A Person Checks Their Smart Phone Around 150 Times Per Day

Apple And Google Are The Middlemen

App (An Example Of Mobile Centric Business Model)

I) Introduction - App

Ii) Developing The Basic Business Model Using An App As An Example

An Example Of Change Business Model By Using An App

17 Ways To Maintain Disruptive Growth

I) Create Ambidextrous Organisation

Ii) Establish A Completely Independent Business Unit

Iii) Understand The Difference Between Attribute-Based And Circumstance-Based Categorisation

Iv) Right Process Is Used

V) Three Important Executive Leverage Places

Vi) A Discovery-Driven Method Of Managing The Emergent Strategy Process

Vii) Understand Disruptive Innovation With Interaction Between Different People Around Different Topics

Viii) Say No To A Strategy That Targets Existing Customers

Ix) Target New Customers

X) Focus On Finding Ways To Help Customers Get Things Done More Conveniently And Inexpensively

Xi) Need To Segment The Market That Is Based On The Jobs That Customers Are Trying To Get Done

Xii) If Non-Customers Are Available, You Need To Explore Whether A Disruption Is Feasible

Xiii) If Your Disruptive Product Or Service Is Not Yet Good Enough

Xiv) Need To Be Careful If Your New Venture Fits Your Organisational Or Common Sense

Xv) Past And Current Successful Managers May Not Be Suitable For The New Business

Xvi) Senior Executives Have Three Roles

Xvii) Need To Develop A Process Called Disruptive Growth Engine

Generally An Organisation's Founders Tackle Disruption Better Than Professional, Non-Founder Managers

Summary - 3 Approaches To Creating New Growth Business

Industry Examples Of The Application Of The S-Curve

I) Automobile

Ii) Computers

Iii) Movies

Iv) Music

V) Books

Vi) Gambling (Las Vegas)

Vii) Financial Centre (Hong Kong)

Viii) Surf Brands

ix) Diamonds (over the years it has continually re-invent itself)

x) The Australian Wool Industry

Some Organisational Examples Of The S-Curve


Ii) Apple

Apple cont. 1

Iii) Google

Iv) Coca-Cola

V) McDonald's

Vi) Royal Dutch Shell

Vii) Nokia

Viii) Ibm

Ix) Fed Ex

X) Nike

Xi) PepsiCo

Xii) Tupperware

Xiii) Blackberry

Xiv) Channel 10 (Australia)

Xv) Microsoft

Xvi) Australian Post

Xvii) News Corporation

Xviii) Westfield Group

Xix) Amazon

Xx) Telstra

Xxi) Facebook

Xxii) White Cotton T-Shirt

Xxiii) Levi

Xxiv) Virgin

xxv) SEEK

xxvi) Warren Buffett's Company (Berkshire Hathaway)

xxvii) Disney

xxviii) Harley-Davidson


Seven Examples of Firms Attempting to Reinvent Themselves

Some references to life-cycle approach

Even Countries Follow A Version Of The S-Curve, Eg China

Point of Diminishing Returns

Understanding Your Value Chain

Disrupted Technologies Frameworks

Disruptions (Acute And Chronic)

More On Disruptions

Some Traditional Techniques Used to Handle Organisational Change

Some Comments On Downsizing

Risk Factors In Downsizing

Job Losses

Why Is Losing A Job So Traumatic

Generally People Go Through 3 Phases When They Lose Their Job

Preparing for and Handling Hard Times

Indicators of volatile times (decade from 2008)

Impact of volatile times on change

What to consider in hard times

Local Situation on Change (Australia)

Section 2 Why Organisational Transition Efforts May Fail

Introduction (statistics - International, Australia and NZ)

Expectations Greater than Reality

Introduction - Section 2 - Why Organisational Transition Efforts May Fail

Common Change Management Errors

I) Thinking That Your Organisation And Its Products/Services Are Bullet-Proof

Ii) Unable To Handle The Unexpected/Uncertain/Highly Improbable/Unforeseen Consequences, Ie Chaos Is Part Of Life


Predicting Behaviours

Control Our Fate and Poor Predictions

Computer Modelling Limitations

Risk and Uncertainty

Chaos and Complexity Theories

More On Complexity

Cynefin framework

Common Management Errors (2 cont. f) Five Main Reasons We Failed To Anticipate

Common Management Errors (2 cont. g) Guessing and Predicting

Common Management Errors (3) Iii) Not Understanding Organisational Culture (Including Behaviour Of Complex Systems)

Common Management Errors (3 cont.) Five Main Cultural Functions

Common Management Errors (3 cont. a) Important Elements Of Culture (10)

Leaders Shape Organisational Culture

Common Management Errors (3 cont. b) Elasticity of culture

Common Management Errors (3 cont. c) Critical Elements of Shared Culture

Common Management Errors (3 cont. d) Organisational Typologies and Sub-culture

Common Management Errors (3 cont. e) More on Culture

Common Management Errors (3 cont. f) Dysfunctional Cultures

Common Management Errors (3 cont. g) Networks and Complex Systems

Common Management Errors (3 cont. fi) A Toxic Culture Caused by Mishandling Change

Common Management Errors (3 cont. fii) How to Detox Organisational Culture

Common Management Errors (3 cont. h) Seven Areas Where Positive Culture Matters

Common Management Errors (4) Iv) Not Understanding Situational And Contextual Settings

Common Management Errors (5) V) Structural Inertia And Related Organisational Matters

Common Management Errors (6) Vi) Lack Of Buy-In/Ownership Of The Change Agenda By Staff (Especially The Informal Leaders)

WIIFM (What's In It For Me)

More on Buy-in

Co-Creating As Part Of Buy-In

Another Way Of Looking At Co-Creating

Co-Designing As Part Of Buy-In

More On Co-Creating

Common Management Errors (7) Vii) Not Understanding The Need For A Holistic And Multi-Disciplinary Approach (Including The Integration And Impact Of Psychology And Neuroscience)

Common Management Errors (7 cont.) More On The Brain (Our Brains)

Common Management Errors (7 cont. a) More On The Brain (Neurotransmitters)

Common Management Errors (7 cont. b) Touch (An Important Human Sense)

Common Management Errors (8) Viii) Not Understanding The Importance Of Timing

Common Management Errors (9) Ix) Not Understanding The Balance Between Intuitive And Analytical Approaches

Common Management Errors (10) X) Focusing More On Symptoms Than Causes

Common Management Errors (11) Xi) Measurement Perceptions

Common Management Errors (11 cont.) Collective Amnesia (forgetfulness)

Common Management Errors (12) Xii) Not Understanding The Importance Of Stories

Common Management Errors (13) Xiii) Not Reading Social Signals (Body Language) Correctly

Common Management Errors (14) Xiv) Lack Of

Common Management Errors (15) Xv) Inappropriate Treatment Of Change

Common Management Errors (16) Xvi) Poor Negotiating Skills

Common Management Errors (17) Xvii) Some Myths (6)

Common Management Errors (18) Xviii) Too Much Reliance On Technology

Common Management Errors (19) Xix) Inverted U Concept

Common Management Errors (20) Xx) Emotion, Not Knowledge, Is The Catalyst For Change

Common Management Errors (21) Xxi) Importance Of Luck

Common Management Errors (21 cont.) More on Discoveries by Luck and Chance

Common Management Errors (22) xxii) Collective stupidity (intelligent people agree to stupid decisions, ie their thinking is shackled)

Common Management Errors (22 cont.) More Types of Stupidity

Common Management Errors (23) xxiii) Need to understand that challenges have occurred to some modern psychological theories that are based around the questions , ie

Common Management Errors (24) xxiv) Need to Understand the Power of Humour

Common Management Errors (25) Xxv) Importance Of Grassroot Support

Common Management Errors (26) Xxvi) Need To Understand Social Suite (Machine Behaviour)

Common Management Errors (27) Xxvii) Need To Understand What Is Behind Bullshit

Common Management Errors (28) Xxviii) Not Understanding Principles Of Consultation (Includes Inclusion)

Common Management Errors (29) Xxix) Need To Understand The Concept Of Fragility (Desire To Maintain Privileges And Status Quo)

Common Management Errors (30) Xxx) Need To Sell The Why Rather Than The How And What Of Change

Common Management Errors (31) xxxi) Need to understand the 85:15 rule ( process v people)

Common Management Errors (32) xxxii) Need to handle people's expectations

Common Management Errors (33) xxxiii) need to understand reverse causation

Common Management Errors (34) Xxxiv) Not Understanding Change Agility & Resilience

Common Management Error (35) xxxv) Be careful of chasing the latest fad

Common Management Error (36) Xxxvi) Need To Be Careful Not Living In The Past

Common Management Errors (37) Xxxvii) Not Understanding Hegelian Concept Or Go-Reverse Principle

Common Management Errors (38) xxxviii) Knowing when to quit (or say 'no')

Common Management Errors (39) xxxix) Not understanding the 5 psychological myths

Common Management Errors (40) xxxx) need to understand concept of "more is more"

Common Management Errors (41) xxxxi) blame fest, ie everybody blaming someone else and not being accountable or responsible themselves

Common Management Errors (42) xxxxii) data is historic

Common Management Errors (43) xxxxiii) Need to understand the fear cycle (first and second fear)

Common Management Errors (44 - 53) xxxxiv) need to develop more skills than just coping and dealing with change

xxxxv) need to be careful of patronising discourse of senior management

Common Management Errors (54) Xxxxxvi) Not Understanding Concept Of Paradoxical Change

Xxxxvii) Using The Concept Of 'Family-Like' As Basis For How Organisations, Teams, Etc Should Function Can Pose Problems.

Xxxxviii) Infobesity (Information Overload)

Xxxxxi) Not Having A Creative Mindset

Xxxxxv) Too Much Focus On Short-Term

Xxxxxvii) Don't Engage Stakeholders Early Enough

Xxxxxviii) Not Realising That Processes Can Matter More Than Systems

Xxxxxix) Not Considering What Might Fail

Xxxxxx) Not Having Senior Executives Aligned

Xxxxxxi) Not Getting Feedback

Xxxxxxii) Not Creating Comprehensive Processes

Xxxxxxiii) Not Realising That There Are Many Types Of Change Management

Xxxxxxiv) Not Accepting That A 'One-Size-Fits-All' Is Inappropriate

Xxxxxxv) Not Being Nimble/Agile/Flexible Enough

Xxxxxxvi) Not Realising Importance Of People Skills

Xxxxxxvii) Not Realising The Impact Management Can Have On Engagement And Productivity

Xxxxxxviii) Not Realising Importance Of Talent Management

Xxxxxxix) With Technology We Need To Remember That Not One-Size-Fits-All

Successful Organisation Symptoms

Common Successful Organisation Symptoms

Problems with Past and Present Success

Active Inertia

The Problem of Status Quo Thinking

Some Obstacles to New Approaches (with ways to handle)

Strategic Planning

More On Strategic Planning

Five Myths About Strategy

Basis for Frameworks for Organisational Transition (6)

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 and 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)

Enhancement to ADKAR (PROSCI)

Some More Enhancement To Prosci (Self-Explanatory Slides)

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 Baldrige Management System Model

Framework 73 Choosing Strategy

Framework 74 Iceberg Change Model

Framework 75 Communications Strategy as a Change Process

Framework 76 Determining the readiness for change

Framework 77 Digital Transformation (IT)

Framework 78 Digital Transformation (including social media)

Framework 79 Problem-Solving (McKinsey Approach)

Framework 80 Handling Uncertainty in Change

Framework 81 Flipping The Switch On Change (8 Es)

Framework 82 Bentoism (BEyond Near-Term Orientation)

Framework 83 Six Normative Principles of Conduct

Framework 84 Amazon's Leadership Principles

Framework 85 Using Australian Indigenous Knowledge as a Basis to Change

Appendix 1 - Two related Indigenous approaches

Appendix 2 - More Background to Australian Indigenous Culture

Appendix 3 - Focus of Indigenous Culture

Appendix 4 - Some more examples of potential ambiguity in translations and meanings in Indigenous/English words

Appendix 5 - Indigenous Cultural Burning Practices (an example)

Framework 86 PERMA

Framework 87 Merging, acquiring, partnering, diversification, alliances, etc

Framework 88 Immunity to Change (closing the gap)

Framework 89 Navigating the Chaos of Change (implementation science)

Framework 90 Growing Enterprise Change Capability

Framework 91 Four Ways to Improve Change

Framework 92 Organisational Change Management Guide for Developing Innovators and Leaders

Framework 93 REDUCE

Framework 94 Communities of Practice

Framework 95 Networks of Networks (flat networks)

Framework 96 Evolutionary (step by step)

Framework 97 Bridgewater Way

Framework 98 Implementing Change

Framework 99 ACE-I

Framework 100 Callaghan Innovation Change Framework

Framework 101 12 Steps and 12 Traditions (Alcoholics Anonymous - AA)

Framework 102 Adaptive Change Framework (a variation of Virginia Satir Change Process – see framework 59)

Framework 103 Leverage Change (8 Levers)

Framework 104 Impact

Framework 105 The Change Leader'S Roadmap

Framework 106 Steps Of Change Management

Framework 107 7Rs Of Change Management

Framework 108 Addressing The Emotional Side Of Change

Framework 109 Circular Business Model

Framework 110 Five Important Mindsets For Managers

Framework 111 Conscious Change Leadership

Framework 112 Aviation Principles (Landing Successful Change)

Framework 113 Seven Inflection Points In Change Process (Including Where Coaching Is Often Used)

Framework 114 Culture Disrupter

Framework 115 The Review Model

Framework 116 Contagiousness (Stepps)

Stepps (Social Currency)

Stepps (Triggers)

Stepps (Emotion)

Stepps (Public)

Stepps (Practical Value)

Stepps (Stories)

Stepps (Summary)

Framework 117 A Neuroscience-Based Model

Framework 118 Corporate Social Responsibility (CSR)

Framework 119 Digital Transformation (evolutionary or revolutionary)

Framework 120 Driving Change Through Informal Networks

Framework 121 Organisational Maturity Model

Framework 122 Change Practice Framework

Framework 123 Marketing (Focus On Ps)

Framework 124 Marketing (Focus On Cs)

Framework 125 Cultural-Transformation Matrix

Framework 126 Best Practices For Facilitating Change

Framework 127 Change Canvas

Framework 128 Unconditional Meaning To Our Lives

Framework 129 Transform Organisational Culture

Framework 130 Satisfying Social Cognitive Needs

Framework 131 Types of Business Transformation (4)

Framework 132 Four Zones (Comfort, Fear, Learning, Growth)

Framework 133 The Change Cycle

Framework 134 Change Practice Framework

Framework 135 Changing P & L Responsibilities (Leaps and Hops)

Framework 136 Spiral Dynamics

Framework 137 Adaptive Cultural Change

Framework 138 How to Change a Culture

Framework 139 Contextual Effectiveness

Framework 140 How to Map Your Organisational Functionality Structure

Framework 141 Design Elements and Characteristics for Future Success (Consumer Products Organisations)

Ingredient 1 - Laying a Foundation for New Ways

Introduction - Laying a Foundation for New Ways

Transition Management

Comments on Handling Ingredient 1 - Introduction

1. Grief Cycle

Adapting Grief Cycle to Change

More On The Grief Cycle

2. Generational Differences

Different Generations In Workforce (Learning Formats)

Millennials versus Baby Boomers

Three Types of Organisation for Generational Differences

Five Common Lifestages

3. Ethnic Differences

More on Ethnicity

A Framework for Understanding in Different Ethical Backgrounds

Some Idiosyncrasies of Different Cultures

Examples of Lack of Cultural Sensitivity

Ethnic Assimilation

4. Gender Differences

i) Introduction To Gender Differences

ii) Traditional Gender Roles Are Changing

iii) Gender Differences That Need To Be Understood

iv) More Comments On The Basic Gender Differences

v) Male And Female Brains Are Different

vi) Men Are Into Problem-Solving While Females Prefer Discussing The Problem

vii) Gender Differences Start Early

viii) Interpersonal Relationship And Empathy Differences

Genders (Power in the Workplace)

An Example of Female Success in a Male Dominated Industry


ix) Motherhood Stereotypes

x) Women In Organisations/Business

xi) Australian Situation

xii) People Need To Take Control Of Their Careers

xiii) hurdles facing female entrepreneurs

xiv) marketing to women

Xv) Impact Of 'Blokeish Or Macho' Culture

xvi) Sources

5. Evolutionary Psychology

i) introduction to Evolutionary Psychology

ii) the management implications of evolutionary psychology

a) thinking and feeling

b) loss aversion except when threatened

c) confidence before realism

d) classification before calculus

e) gossip and rumours

f) social living

Individuals vs. Social Beings

iii) summary of evolutionary psychology on managerial impact

6. Different Categories of Intelligence

Multiple Intelligence

A Traditional Approach To Intelligence

7. Machinery of the Mind

8. Individual and Organisational Learning

Learning (Part Of Changing Behaviour)

Learning Zone, ie In Between Fear And Growth Zones

Shared Mental Models

The wheels of Learning and our Mental Models

The Community of Practice

Intelligence Tests

9. The Learning Hierarchy

10. Zero, Single and Double Loop Learning

11. Social Network Analysis

12. Anxieties - Learning and Survival

13. Cognitive Fitness

Mental Health

How To Train Your Brain

Cognitive Testing

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)

More On Self-Awareness

17. Lying

More on Lying

18. Bullying

19. More Bad Behaviour in the Work Place

More on Problem Personality Types

Consequences of Bad Behaviour for Management

Three Major Blindspots with Bad Behaviour

Ways to Handle Misfits

More On Personalities In The Workplace

Extreme Behaviours

20. Faking

21. Depression

22. Sleep (includes light)

Purpose Of Sleep

Four Stages Of Sleep


Cognitive Performance And Sleep

Ten Commandments Of Healthy Sleep

Sleep Squeeze And Ways To Handle

Sleep Deprivation

Larks And Owls

Resting (Path Of Sleep)

More On Sleep


Light (Links With Sleep)

23. Stress

More on Stress

Change and Stress

Substance Abuse (Alcohol)

24. Energy Levels

25. Humour

Six Fundamentals of Humour

Four Types of 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

i) Introduction - Responses to Change

ii) Concepts of Neuroscience

iii) Resistance to Change

Common Motives For Resistance

Understanding Resistance

Reasons For Resistance To Change

Some Comments That Indicate Resistance

Types Of Resistance To Change

Stages Of Resistance To Change

iv) Some Methods for Dealing with Resistance to Change

v) Turning Adversaries/Detractors/Resistors into Allies/Supporters/Champions of Change

vi) Collaborate with Someone You don't Like

30. How the Brain Works

Introduction - How the Brain Works

How the Brain Works cont. 1 - Memorable Experiences (Immersion)

More on the Brain

Three Human Brains (Cephalic, Gut And Heart)

Understanding The Human Brain

The 4 Main Parts Of The Brain

Prefrontal Cortex And Other Parts Of The Brain

Cognitive Ease/Law of Least Effort/Lazy Brain

Brain Has Its Own Reality

Attention (Emotions, Meaning, Multi-Tasking and Timing)

More on Attention

Some Of The Brains Default Positions

Some Of The Brains Default Positions - I) Threat Response Dominates Reward

Some Of The Brains Default Positions - Ii) Foe/Competition Response Dominates Friend

Some Of The Brains Default Positions - Iii) Not Rational

Some Of The Brains Default Positions - Iv) Makes Quick Decisions

Some Of The Brains Default Positions - V) Follows The Path Of Least Resistance

Some Of The Brains Default Positions - Vi) Better With Stories Than Processing Data

Lack of Behavioural Self-control

Importance of air ( oxygen), water & food (glucose) for the brain

Three Elements of the Brain

Alcohol (impact on the brain)

Misconceptions About Our Brain

Summary - How the Brain Works



Focus On Minimising Change

Cognitive Change

Artificial Intelligence (AI)

More on AI

Part Of AI is AGI (Artificial General Intelligence)

Some Catastrophic Failures with AI

Some Concerns Around AI

Social Brain

Fairness - Social Brain

Feedback - Social Brain

Changing Behaviours

Free-Will Under Challenge By Neuroscience

Decision-Making (Less Is Better Than More)

Thin Slicing


Memories Overview

I) Introduction - Memories

Ii) Short-Term (Working Memory)

Iii) Long-Term Memory



Some Ways Of Handling Stress

More On Being Overwhelmed


Some Simple Ways To Reduce Stress

More On Deep Breathing (Diaphragmatic Breathing)

Handling Stress (Reading)

Using Pets to Handle Stress

Senses (Sight, Smell, Feel, Hearing, Taste, Etc)




Hormonal Influences and Social Rules

31. Nine Basic Instincts

Introduction - Nine Basic Instincts

Loss Aversion Instinct

Emotions Before Reason

Brain Is Not Rational

First Impression To Classify


Confidence Before Realism

Empathy and Body Language

Contest and Display

Community - Social Belonging

Hierarchy and Status

Using Emails To Illustrate The Impact Of Basic Instincts

32. Concepts of Thinking, eg self-control, ego, discipline, flow, intelligence, rationality, intuition, aversion, etc

Introduction - Concepts of Thinking

Thinking (Slow And Fast)

Food For Thought

Intuition (Routine Focus Of The Brain)

Ease and Coherence

Associated Activation

Illusions Of Truth/Cognitive Ease

Pursuit of Truth (identity studies)


Law Of Least Effort


An Example of Cognitive Bias (past attitudes to single people in management positions)

Another Example of Cognitive Bias

Some more examples of cognitive biases

Some Ways To Handle Cognitive Biases

More on Cognitive Bias

(Ten Troublesome Human Instincts or Cognitive Misconceptions cont. 1)

(Ten Troublesome Human Instincts or Cognitive Misconceptions cont. 2)

(Ten Troublesome Human Instincts or Cognitive Misconceptions cont. 3)

(Ten Troublesome Human Instincts or Cognitive Misconceptions cont. 4)

(Ten Troublesome Human Instincts or Cognitive Misconceptions cont. 5)

(Ten Troublesome Human Instincts or Cognitive Misconceptions cont. 6)

(Ten Troublesome Human Instincts or Cognitive Misconceptions cont. 7)

(Ten Troublesome Human Instincts or Cognitive Misconceptions cont. 8)

(Ten Troublesome Human Instincts or Cognitive Misconceptions cont. 9)

(Ten Troublesome Human Instincts or Cognitive Misconceptions cont. 10)

(Ten Troublesome Human Instincts or Cognitive Misconceptions cont. 11)

(Ten Troublesome Human Instincts or Cognitive Misconceptions cont. 12)

Handling Unconscious Bias That Causes Discrimination

Measuring Training Effectiveness (Metrics)

Eyes and Brain

Heuristic and Self-Criticism


Routine Focus Of Brain

Anchoring Affect

Availability, Emotion and Risk

Characteristic Of Routine Focus Of The Brain

Narrative Fallacy


Accuracy of Predictions

Predictions (hard to be accurate)


Optimistic Bias

Group Discussion

Basic Of Economic Theory Is Incorrect

Loss Aversion

Rewards And Losses



33. Emotions

Emotions (includes feelings)

Emotions And Feelings (Cont.1)

Emotions And Feelings (Cont.2)

Emotions And Feelings (Cont.3)

Emotions And Feelings (Cont.4)

Emotions And Feelings (Cont.5)

Emotions And Feelings (Cont.6)

Emotions And Feelings (Cont.7)

Emotions And Feelings (Cont.8)

Emotions And Feelings (Cont.9)

Emotions And Feelings (Cont.10)

Emotions And Feelings (Cont.11)

Emotions And Feelings (Cont.12)

Emotions And Feelings (Cont.13)

Emotions And Feelings (Cont.14)

Emotions And Feelings (Cont.15)

Emotions And Feelings (Cont.16)

Emotions And Feelings (Cont.17)

Emotions And Feelings (Cont.18)

Some Types of emotions (A to D)

Some Types of emotions (E to H)

Some Types of emotions (I to P)

Some Types of emotions (O to Z)

Expanded Version on One Emotion (Aceida)


Terrorism and Lotteries

34. Decision-Making

The 4 As of Decision-making

Choice From Experience V Description


How the above areas of interest impact on judgement and decision making

Brain and Reality

Summary - Concepts of Thinking


Outside View and Risky Choice

Role Of Money


Responsibility & Other Matters

Preference Reversal & Associated Matters



More On Intuition & Emotional State

Time Management

Time Management (distractions & mind wandering)


Wellness Wheel

More on Wellness

Wellness (forest bathing)

Happiness as Part of Well-being

Job Performance (Linked With Happiness Optimism And Well-Being)


Life-Styles (Adventures)

Time (Stories & Time)



Judgment Under Uncertainty

I) Decision-Making

Ii) Six Heurestics Re Probability Assessment Under Uncertainty/Risk

Iii) Bias In Evaluation Of Conjunctive & Disjunctive Events

35. Psychological Safety

(Psychological Safety cont. 1)

(Psychological Safety cont. 2)

Desirable Behaviours to Encourage Psychological Safety

(Desirable Behaviours to Encourage Psychological Safety cont. 1)

(Desirable Behaviours to Encourage Psychological Safety cont. 2)

(Desirable Behaviours to Encourage Psychological Safety cont. 3)

(Desirable Behaviours to Encourage Psychological Safety cont. 4)

36. Negotiation

Some Additional Comments on Negotiation

(Some additional comments on negotiations cont. 1)

(Some additional comments on negotiations cont. 2)

(Some additional comments on negotiations cont. 3)

(Some additional comments on negotiations cont. 4)

(Some additional comments on negotiations cont. 5)

(Some additional comments on negotiations cont. 6)

(Some additional comments on negotiations cont. 7)

(Some additional comments on negotiations cont. 8)

More on Negotiations

(More on Negotiations cont. 1)

(More on Negotiations cont. 2)

37. Conflict Resolution

(Conflict Resolution cont. 1)

(Conflict Resolution cont. 2)

38. Facilitation

Facilitation (FIDO)

Some Useful Techniques for Handling Ingredient 1

Quiz for Testing Cognitive Bias (examples)

1. General

2. Traveller's Dilemma

3. Prisoner's Dilemma

4. Out Of The Box

5. Riddles

6. Four Quadrants

7. Some More Riddles

8. Insight

9. Impasse

10. What You Believe

11. Brain Teaser (1)

12. Brain Teaser (2)

Resistance to Cognitive Biases Test

Indicators of Success at Ingredient 1

Summary of Ingredient 1

Potential Challenges at Ingredient 1

i) Power Of Organisational Culture

ii) Five Main Functions

iii) Be Careful Using Surveys & Questionniares

iv) Certain Level Of Predictability

v) Different Stakeholders Have Different Mindsets

vi) Not Creating An Environment Where It Is Safe To Challenge

vii) Change Is Like Planting A Seed

viii) Too Much Focus On Analytical Approach

Irrational Decision-making

ix) More Thoughts On Our Thinking

Ix) More Thoughts On Thinking (Cont.) Rational Brain

ix) More Thoughts on Thinking (cont.) Nudging


More Thoughts On Thinking (Cont.) - Inductive Vs Deductive

ix) More Thoughts on Thinking (cont.) Megaprojects and cognitive bias

Understanding Your Prejudices

Explicit and Implicit Learning

Four Different Thought Processes in Decision-making

ix) More Thoughts on Thinking (cont.) Biased decision-making

x) Old Ways Are Out

xi) Concentrate On Your Strengths Rather Than Weaknesses

xi) Not Enough Listening

xii) Not Enough Reflection

xiii) Diversity for Innovation and Growth

xiv) Gender Differences

xv) Generation Differences

xvi) Confirmation Bias

xvii) Feelings & Emotions

xviii) Under-Estimating Importance Of Symbols

xix) Staff May Feel

xx) Too Much Selling Of The Solution

xxi) Too Much Concentration On The Present And Past

xxii) Create A Safe Environment

xxiii) Lack Of Trust

xxiv) Technologies Impact

xxv) 3 Logic Traps

xxvi) Learners

xxvii) Office Politics

xxviii) Story-Telling

xxix) Bias

xxx) Presenteeism

xxxi) Avoid Conflict

xxxii) Lying

xxxiii) Paradigm

xxxiv) Types Of Intelligence

xxxv) Technical V Interpersonal Skills

xxxvi) Workplace Conflict Ladder

xxxvii) Bad Behaviours

xxxviii) Impact Of Poor Culture

Another Example of Poor culture Generating a Crisis (ball tampering incident - 2018)

Another sporting experiences applicable to organisational change

xxxix) Encourage Diversity

More on Diversity

Inclusion (extension of diversity)

Impact Of Cultural Diversity In Australia

xxxx) Faking

xxxxi) Small Talk

xxxxii) False Respect

xxxxiii) Depression

xxxxiv) Human Biorhythms

xxxxv) Humour

xxxxvi) Office Politics

xxxxvii) Gossiping

xxxxviii) Manipulation

xxxxix) Shift-The-Burden

xxxxx) Informal Meetings

xxxxxi) Collaboration

xxxxxii) Informal Learning

xxxxxiii) Relationships

xxxxxiv) Resistance

xxxxxv) Nine Natural Instincts

xxxxxvi) Neuroscience

xxxxxvii) Mindlessness

xxxxxviii) Optimism V Pessimism

More on Optimism and Optimism (negative capability)

xxxxxix) Stress

xxxxxx) Empathy & Sympathy

More On Empathy

Empathy gap

xxxxxxi) Fear

xxxxxxii) Lighting

xxxxxxiii) Complicated To Complex

xxxxxxiv) Skills (Soft & Hard)

More On Soft Skills (Use Of Virtual Reality)

xxxxxxv) Ten Most Valued Job Skills

Improve Problem-solving and Decision-making

Challenges With Approach Of 'Don'T Bring Me Problems, Bring Solutions'

xxxxxxvi) Traits Of Successful People

xxxxxxvii) Stereotyping

xxxxxxviii) Social Media

xxxxxxix) Inverted U

xxxxxxx) Mindset (Fixed V Growth)

xxxxxxxii) Imposter Syndrome

xxxxxxxii) Work

xxxxxxxiii) Understanding The Past

xxxxxxxiv) Multi-Tasking/Task Switching

xxxxxxxv) Silos

Ingredient 3 - Forming a Transitional Team

Introduction - 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 An Introduction

Leadership and Change

Transactional vs. Transformational Change

More on Leadership

Eighteen Leadership Styles

Some Selection Criteria In Selecting The Most Appropriate Leadership Style

Leadership Development

Leadership Pipeline (Building Leadership At Every Level)

Leadership Involves Character

Leadership And You

Vertical Development

Stages of Vertical Development

Adult Development Linkages

Assessments of Adult Development

Some More Ways to Help People Develop (Vertical Development)

Some More Ways to Help People Develop (Vertical Development) (cont. 1)

Some More Ways to Help People Develop (Vertical Development) (cont. 2)

Four Myths of Leadership

Mother Role in Leadership

Leadership (comparing big-wave surfing - extreme sport and business)

Wild Animals and Leadership

Five Steps Required to Demonstrate Your Readiness for Senior Leadership

Authentic Gravitas As Part Of Leadership

Negative Side Of Authentic Gravitas

Six Myths About Authentic Gravitas

Summary (Authentic Gravitus)

Power Stress As Part Of Leadership

Leadership (4 Roles)

Leadership (4 Factors Underpinning It)

Self-Talk As Part Of Leadership

Space In The Middle (Informal Conversations) As Part Of Leadership

Generosity Of Spirit As Part Of Leadership


More On EQ

More On EQ Or EI (Emotional Intelligence)

Apology (authentic self-reflection and part of EI)

Comments On Emotional Intelligence Tests And Assessments

Emotional Intelligence Grid

Emotional Intelligence Requirements for a Job

Three Important Questions To Boost Emotional Intelligence (EQ)

Organisational Leadership

Collaborative 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

Autocratic change agents

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

Leadership is a Conversation

Ten Qualities of Good Leadership

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

Finding Partners

Getting the Uncommitted Onside

Some Techniques to Facilitate Ingredient 3

Potential Challenges at Ingredient 3

i) Leadership

Another Way to Look at Leadership

ii) More on Power

New Power

iii) Power V Influence

Influencers Introduction

iv) Leading Change

v) Structural Power

vi) Situational Leadership

vii) Effective Change Leadership

viii) Leaders V Managers

ix) Kindness, Happiness & Height

x) Wrong Attitudes

xi) Movers & Shakers

xii) Cultural Creators & Re-Enforcers

xiii) Leaders Need Followers

xiv) Guiding Coalition

xv) First Born

xvi) A & B Players

xv) General (Teamwork)

Teamwork (what we can learn from birds)

xvi) Anarchy Or Chaos

xvii) Management And Immediate Supervisor

xviii) Us And Them Attitude

xix) Stories

xx) Group Think & Conformity

Ingredient 4 - Creating Alignment

Introduction - Ingredient 4 - Creating Alignment

Alignment Of Personal And Organisational Values



Organisational Communication

Communications (Verbal And Non-Verbal)

The 10 Laws of Human Communication

Role of Strategic Communication in Change

Role of Strategic Communication in Change cont. 1

Role of Strategic Communication in Change cont. 2

Five communication styles

Three Key Communication Skills

Motivation and Associated Issues

Hygiene & Motivators

Types of Motivation

Motivation Across Generations

Intrinsic v. Extrinsic Motivation

Staff Motivation

Behaviourism, ie behavioural design

How to Persuade and Influence People


Influence marketing (online)

To Persuade People

More on the Art of Persuasion

An Approach To Persuasion

Managing Upwards

Managing Upwards (Difficult Conversation)

Shared Purpose/Vision and Visioning

Examples Of Effective Shared Purpose/Vision

A Comment On Vision/Purpose Statements

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

i) Focus/Purpose

ii) Personal Purpose

iii) Statements

iv) Shared Values

v) Perform But Not Share Values

vi) Mindfulness

vii) Information Stick

viii) One Project Per Time

ix) Press Right Buttons

x) Alignment

xi) Too Much Communication

xii) Managing Upwards

xiii) Technology

xiv) Emails

xv) Short-Term Indicators

xvi) Communication

xvii) Handling People

xviii) Continuous Process

xix) Motivation

xx) Anxiety

xxi) Staff (Attraction V Engagement)

xxii) Handling Status Quo

xxiii) Inappropriate Management Approaches

Xxiv) Banner Values

Ingredient 5 - Maximising Connectedness

Introduction - Ingredient 5 - Maximising Connectedness





Work relationships

Healthy Relationships at Work


Downside of Positivity

Assumptions Undermining Relationships

Positivity ratio


Importance of Commitment

Information and Knowledge


Trust and Neuroscience

How to Build Transactional trust

Social Trust

Ways to Improve Trust

More on Connectedness

How Staff can Hinder Management


Behavioural Model for Creating Incompetence

More on Performance

Performance Management

More On Performance Management

Importance of Impact in Performance

More on Performance (including destroying performance review)

Performance Appraisal

Rewards and Performance

Organisational Structure

Introduction - Organisational Structure

Six key elements

Six basic types of organisational structure

I) Work Separation

Ii) Departmentation

Iii) Chain Of Command

Iv) Span Of Control

V) Centralisation V Decentralisation

Vi) Formalisation

Six key questions for designing organisational structure

Organisational structures (6)

i) Simple

ii) Bureaucracy

iii) Matrix Structure

iv) Teams

v) Virtual/Networked

vi) Boundary-Less Organization


i) Introduction - Teams

ii) Are Teams the Right Strategy?

iii) Why Teams?

iv) Development of Teams: 2 Concepts

v) The Differences Between Groups and Teams

vi) Manager's Role in Team's Effectiveness

vii) Teams - Useful Technique in the Transition Process

viii) Eleven Characteristics Common to Successful Teams

Team Identity Model

ix) More on Problem-solving

x) What to Observe in Teams

xi) Four Stages in Developing a Team

xii) Team Development Game Plan

xiii) Adapting to a Cross-functional Team Structure invokes the Fear Cycle

xiv) Establishing a Team

xv) Some Criteria for Team Members and Teams

xvi) Six Effective Leadership Behaviours for Facilitating Successful Teams

xvii) Some Characteristics of High-performing Teams (P.E.R.F.O.R.M.)

xviii) Successful Teams Operate in this Context

xix) Successful Team Tactics

xx) Why Some Teams Succeed and Most Don't

xxi) Team Danger Signals

xxii) Some Myths about Teams (5)

xxiii) Essential Conditions For Team-based Top Management

xxiv) Why Top Management Teams Often Fail

xxv) Team Members' Resistance

xxvi) Why do Teams Fail?

xxvii) Other barriers to teams succeeding are

Some statements that indicate the teams are not working

xxviii) Making a Team Innovative

xxix) Why Team Members Won't Speak Out, and Ways to Handle this Situation

xxx) Managing a Team vs. Managing the Individuals on a Team

xxxi) How to Compensate Teams

xxxii) How to Help Teams Make Decisions

xxxiii) Sporting Teams

xxxiv) Sporting Approach to Teams

xxxv) Teams from Outside

xxxvi) Multi-cultural Teams

xxxvii) Virtuoso Teams

xxxviii) Virtual Teams

xxxix) Holacracy

xxxx) Team Charter Model

xxxxi) Changes to Create Empowerment

Xxxxii) 3Cs Of Teams

Delegation and Decision-Making

i) The 3 Levels of Delegation

ii) Levels of Decision-Making

iii) Five Levels of Decision-making

iv) Forms of Decision-making

v) Elements of Decision-making

Questions To Define Decision-Making

Decision-Making (What Is Right)

Converting Decisions Into Action

Handling Feedback And Disagreement

Intuition In Decision-Making

Feeling (Emotions) In Decision-Making

Irrational Decision-Making (An Example)

General Comments And Summary On Decision-Making

vi) Processes Behind Key Business Decisions

vii) Neuroscience and Decision-making (see earlier 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

i) Hierarchy

Hierarchy Versus Networks

ii) Empowerment

iii) Structure & Connectedness

iv) Management & Staff

v) Obstacles Are Present

vi) Mental Models

vii) Cultural Flexibility

viii) Reflective Openness

ix) Teams

x) Group Think

xi) Importance Of Power

Power (soft vs hard)

xii) Team's Interest First

xiii) Attribution Theory

xiv) Centralised Decision-Making

xv) Self-Efficacy

xvi) Confusing Arrogance & Self-Confidence

xvii) Manage Heavy & Manage Light

xviii) Staff & Customer Engagement

xix) Effective Teams

xx) Importance Of Trust

xxi) Work Life Balance

xxii) Brain As A Muscle

xxiii) Emotion and intuition

xxiv) Empowerment

xxv) Power (sharing)

xxvi) Innovation

xxvii) Bouncing back from failure

xxviii) Performance Management

xxix) Staff Turnover

xxx) Design Organisational Structure

xxxi) Performance Management (Negative Impacts)

xxxii) Engagement & Productivity

xxxiii) Informal Brainstorming, Innovation, Etc

xxxiv) Best Connection Or Click With Others

xxxv) Mistakes & Failures Are Learning Experiences

xxxvi) Loyalty & Connectiveness

xxxvii) Regression to the Mean

Ingredient 7 - Consolidating Performance Improvement

Introduction - Ingredient 7 - Consolidating Performance Improvement

Ways to Embed Change

Implanting Change Takes Time

Tipping Point

Develop Disciplinary Modes of Thinking

Mentoring (Executive Coaching)

i) Introduction - Mentoring

Six Reasons Why Mentoring is Important

ii) Long-Term Proposition

iii) Mentoring As A Calling

iv) Reverse Mentoring

v) Focus Of Behaviours

vi) Mentoring Should Be Widely Available

vii) Feedback

viii) End Of Mentoring Relationship

ix) Be Wary Of Pseudo-Mentoring

x) Sequence For Setting Up Positive Mentoring

xi) How To Choose A Mentor

xii) Summary

Coaching And Change Management

Purpose And Effectiveness Of Coaching

More On Coaching

Succession Planning

i) Introduction - Succession Planning

ii) Core Tasks For Succession Planning

iii) Criteria For Selecting The Best Talent

One set of criteria

Another set of criteria

The third set of criteria

A full set of criteria

Creative Mind

Respectful Mind

Ethical Mind

Learn from Sport

Types Of Synthesis

Need To Be Careful Of Stereotyping, Etc

Retention Of Talent

Behavioural/Situational Interviewing

Limitation Of Other Selection Techniques

Selection Interview

External V. Internal Candidates

Some Important Criteria For Recruitment &/Or Promotion

Overcoming Misconceptions Or Myths About Management Positions

Changing CEO

How to handle a new senior manager (CEO) from outside the organisation?

Four Types of Managers

Why Executives Fail

Role of Boards

Ten typologies of directors

Types of difficult directors

Effectiveness of Boards

Importance of independent, non-executive directors

Payment system

How to get selected on a board

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

i) Changing The Organisational Culture As The First Step

ii) Ten Cultural Commandments

iii) Behaviour Of Senior Management

iv) Board's Current Role

v) Founder's Dilemma

vi) Inadequate Succession Planning

vii) Clever People

viii) Importance Of Empathy, Jealousy, Envy, Etc

ix) Why People Leave A Job & Apply For A New Job

x) Challenging Minds

xi) Competency & Skills Required At Different Management Levels

xii) Importance Of Former Employees

xiii) Five Minds

xiv) Don't Blame Circumstances

xv) Demographic Changes

xvi) Linkage Between Good Corporate Behaviours & Final Results

xv) Four Habits To Learn From Experience

xvi) Few CEOs Have HR Background

xvii) Fraud

xviii) Change Challenges Culture

xix) Impact Of Social Media Has Changed Power Balance

xx) Not understanding that good governance is linked with culture

Xxi) Not Understanding That Risk And Confidence/Courage Are Linked

Seven Essential Ingredients for Selecting a Framework in the Human Journey of Change 3

Introduction into Techniques/Tools for Implementing Change

Some Techniques to Facilitate Ingredient 1 (Laying a foundation for new ways)

Introduction - Technique Selection - Ingredient 1

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

Psychometric Testing

More On Psychometric Testing

Some Examples Of Psychometric Tests

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 Around Personal Preferences

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 1.22 Competing Values Framework

Technique 1.23 How to Describe Your Culture

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)

Tone Of Voice

ASMR (Tone Of Voice)

Facial Expression And Recognition

Body Language

Body Language Signals

Touch (massage)


Body Language Awareness

More Comments On Reading Body Language (Including Lying)

Some Photos Demonstrating Different Non-Verbal Signs

Listening Skills - 3 Main Types

More on Listening

Listening for Understanding

Tips to Improve Listening Skills

Active Listening

Questions (how to ask the right ones)

Power of Questions

A Framework for Giving Feedback (in difficult and important situations)

More On Feedback

Feedback (positive vs negative)

Constructive Feedback


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 Organizations 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

Depression and psychosis

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 PESTLE

Technique 1.75 People Skills

Technique 1.76 Self-Awareness

Technique 1.77 Review (Reflection)

Technique 1.78 Grit Determination

Technique 1.79 Self-assessment

Technique 1.80 Reflection

Technique 1.81 Modified DOSPERT Test (Risk Taking)

Technique 1.82 Word Completion Task

Technique 1.83 Organisational Readiness For Implementing Change (ORIC)

Technique 1.84 Core Beliefs

Technique 1.85 Virtues and Character Strengths

Technique 1.86 Immunity Map (for individuals)

Technique 1.87 Collective Immunity Map (for groups)

Technique 1.88 Overturning-immunity Surveys

Technique 1.89 Overturning Immunity

Technique 1.90 Subject-object Interview

Technique 1.91 Seven Rs

Technique 1.92 Personal Self-assessment (4Ls)

Technique 1.93 Information Chain (conflict management)

Technique 1.94 Information Exchange (conflict management)

Technique 1.95 Turning Points

Technique 1.96 Appreciative Interviews

Technique 1.97 Challenge Activity

Technique 1.98 Deliberate Engagement Principles

Technique 1.99 Energy Audit

Technique 1.100 Seven Questions for Liberating Yourself from Self-imposed Boundaries

Technique 1.101 Practices For Connection

Technique 1.102 Target Assessment

Technique 1.103 Strength-Based Profiling

Technique 1.104 Trust

Technique 1.105 Do You Practice Inclusion

Technique 1.106 Elements (7) Of Adaptive Culture Assessment

Technique 1.107 Developing Leadership Skills

Technique 1.108 Positive And Negative Affect Schedule (Panas)

Technique 1.109 Cognitive Budget

Technique 1.110 Human Adaptive Process (HAP)

Technique 1.111 Holmes-Rahe Life Stress Scale

Technique 1.112 Attitude To Work

Technique 1.113 Cultivating Meaningful Connection

Technique 1.114 Amount Of Control (Work)

Technique 1.115 Reciprocity (including helpfulness)

Technique 1.116 Frost Multidimensional Perfectionists Scale (FMPS)

Technique 1.117 Adult Dyslexic Test

Technique 1.118 Who Are You? Who am I?

Technique 1.119 A Guide to Working With Me

Technique 1.120 Authenticity

Change Implementation Techniques for Creating a Sense of Urgency

Seven Essential Ingredients for Selecting a Framework in the Human Journey of Change 4

Introduction - Technique Selection - Ingredient 2

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

Technique 2.6 More Important Questions

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 Organisations 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)

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

Scenario Planning (Future Cone)

Scenario Planning (Cont.) Control Of Our Fate

Scenario Planning (Cont.) Risk And Uncertainty

Scenario Planning (Cont.) Control Of Our Fate Five Main Reasons We Fail To Anticipate Events

Scenario Planning (Cont.) Scenario Planning Involves Creating Images About The Future

Scenario Planning (Cont.) Limitation Of Traditional Approach To Developing Strategy

Scenario Planning (Cont.) What People Have Gained From Scenario Planning

Scenario Planning (Cont.) Lack Of Certainty

Scenario Planning (Cont.) Successful Scenario Planning

Scenario Planning (more examples)

Scenario Planning (Cont.) In Summary

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

Issues Identified - Time Management

General Background to Time Management


Handling Distractions

More Tips on Time Management

Goal Setting

Time Wasters

Tips for Controlling the Clock

More Tips on How to Improve 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 PESTLE

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

Technique 2.82 Risk Management

Technique 2.83 Growth Staircases

Technique 2.84 Root-Cause

Technique 2.85 Five Why's

Technique 2.86 Agile

Technique 2.87 Logic Or Issue Trees (See Fan Concept)

Technique 2.88 Mutually Exclusive, Collectively Exhaustive (MECE)

Technique 2.89 Weighted Factor Analysis

Technique 2.90 Problem Definition Worksheet

Technique 2.91 Design Thinking

Technique 2.92 Prioritisation Table/Matrix

Technique 2.93 Cleaving Frames

Technique 2.94 One-Day Answers

Technique 2.95 ESG

Technique 2.96 Cyber Threat

Technique 2.97 Modified Cynefin (5Cs)

Technique 2.98 VUCA

Another Way of Looking at VUCA

Some Impacts Of Covid-19

Leading Through VUCA

Technique 2.99 Landscape Innovation Technique/Map

Technique 2.100 Risk and Uncertainty In Innovation

Technique 2.101 Identify Opportunities

Section 4 - Some Techniques for Facilitating Ingredient 5 (including Creativity, Imagination, Novelty, Fantasy, Play, Innovation, Brainstorming Simplicity and Entrepreneurship (as Part of Knowledge Management)

Characteristics Of Innovators

Characteristics Of Entrepreneurs


Technique 6.1 Creativity and Innovation Checklist

Technique 6.2 Eight Characteristics of Highly Innovative Organisations

Ways of Thinking Outside the Box


Radicals Share Certain Characteristics or Mindsets

Examples (48) Seeing with New Eyes

Seeing the Same Thing Differently

Knowledge Management


Seven Components of Creativity

Creativity And Problem-Solving

Creativity (Comic John Clease's Thoughts On Creativity)

Conformity is enemy of creativity

The 3 Components of Creativity

Creative Chaos

Some Conditions to Establishing Creative Organisations

Some Definitions

Technique 6.3 Eleven Misconceptions about Creativity

Creativity and the Brain Process

Whole-Brain Creativity Technique

Left And Right Hemisphere Functions Of The Brain

Self-Organising Systems

Paradigms shifts usually come from outside the discipline understudy

Imagination, Fantasy & Innovation

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 (convergent v. divergent)

Technique 6.8 Reasons for Innovative Failures

Technique 6.9 Some Questions to Help Identify if Your Idea is Going to Make it

Thinking like a Beginner/Outsider/Child

Socratic Reflection/Humility

More Thoughts on Creativity

More on Creativity cont. 1 - Cognitive Flexibility (flexible thinking)

More Thoughts On Creativity - Micro Dose

Some Guidelines for a Successful Life (12)

Organisational Creativity

Some Thoughts on Original Thinkers

Be Creative (look at challenges differently)

More Comments on Creativity

Collective Creativity (using Pixar and Disney as an example)

Paradoxical Thinking (part of creativity)

Technique 6.10 Idea Killers - Judgmental Comments

Some Reasons People Are Cautious About Creativity

Technique 6.11 Basic Guidelines of Brainstorming

Types of People Needed to Increase Creativity

Traditional Thinking Techniques (2)

Technique 6.12 Cause-Effect (Fishbone Diagram)

Technique 6.13 Imagineering

Creative Thinking Techniques (7)

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 (6 types)

i) Arise

ii) Escape

iii) Reversal

iv) Exaggeration

v) Distortion

vii) Wishful Thinking

Some References On Creative Thinking

Some Extra Examples of Pos

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

Technique 6.28 Industry Innovation Analysis (including heat maps)

Technique 6.29 How to Choose the Right Innovation Environmental Shift

Technique 6.30 How to Choose the Right Level of Innovation Ambition

Technique 6.31 Three Ways of Engaging with Innovation Tactics

More on Innovation

Innovation Strategy

Innovation - Managing Trade-offs

Ten Different Types of Innovation

Ten Different Types of Innovation (cont.) 1

Ten Different Types of Innovation (cont.) 2

Ten Different Types of Innovation (cont.) 3

Ten Different Types of Innovation (cont.) 4

Ten Different Types of Innovation (cont.) 5

Ten Different Types of Innovation (cont.) 6

Ten Different Types of Innovation (cont.) 7

Ten Different Types of Innovation (cont.) 8

Ten Different Types of Innovation (cont.) 9

Ten Different Types of Innovation (cont.) 10

Summary of 10 Types of Innovation

Ten Different Types of Innovation (cont.) Some Extra Comments

Ten Different Types of Innovation (cont.) Some Examples

More On Innovation (Cont.)

Installing Innovation (building capability)

Six Ways to Grow a Company

Innovation (executing effectively)

Prototyping and Piloting in Innovation

Some Other Prototypes Can Lead to Pilot Runs and Launches

Financial Models for Innovation

Innovations Tensions

More Details On The 8 Productive Tensions Of Innovation - 1. Flexibility Or Discipline

More Details On The 8 Productive Tensions Of Innovation - 2. Differentiate Or Borrow

More Details On The 8 Productive Tensions Of Innovation - 3. Source Innovation Internally Or Externally

More Details On The 8 Productive Tensions Of Innovation - 4. Accept Data Or Ignore It

More Details On The 8 Productive Tensions Of Innovation - 5. Develop Without Becoming Bureaucratic

More Details On The 8 Productive Tensions Of Innovation - 6. Framing Innovations Effectively

More Details On The 8 Productive Tensions Of Innovation - 7. Promoting Your Brand Or Solving Someone Elses Problem

More Details On The 8 Productive Tensions Of Innovation - 8. Keeping Stakeholders On Side During The Change

More Details On The 8 Productive Tensions Of Innovation - Three Examples

More Details On The 8 Productive Tensions Of Innovation - Three Common Pathways For Tackling Tensions

More Details On The 8 Productive Tensions Of Innovation - Tips For Handling Tensions

More Details On The 8 Productive Tensions Of Innovation - Summary

Section 6 - Customer Management

Introduction - Section 6 - Customer Management

Three Common Mistakes in Customer Management

Technique 8.1 Shift Perspective (organisation-centric to customer-centric)

Technique 8.2 Determinants of Customer Service

A Model: Customer Triangle


Marketing (Demand)

Markets And Industry

Marketing Strategies

Growth Marketing Strategies

Marketing (Product Adoption Curve)

Marketing (Focus On Digital)

Relationship Marketing as Part of Customer Management

Characteristics of the Commercial World

Selecting the "Real" Trends

Some Themes of Customer Management

Marketing - Thought Leader (Go-To-Expert)

Signalling Theory

Branding (as part of customer management)

Branding (4 Vs)

Branding in the Internet Age

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

Price Impact on Customer Retention

Some Ways to Increase Profitability

Getting Close to Customer

Technique 8.10 Steps in Growing Customer Loyalty

Technique 8.11 Customer Feedback Checklist

Value Exchange

Technique 8.12 Empathy Map

Technique 8.13 What Do Customers Really Want?

Handling Customers Problems

Queueing (Queue Psychology)

Challenges that Get in the Way of Achieving Sales Targets

Divesting or Losing Customers

Some Comments on Market Research

Some Comments on Digital/E marketing

People Business

Fourteen Trends

More On Trends

Use of Networking in Customer Management

Some Statistics (mostly USA-sourced)

Some Comments on Selling Techniques

Some More Comments on Selling Techniques

Some Recommendations (including sources for customer management)

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