Centre of Excellence.

Organisational Change Management

Section 1 Introductory Comments - Objectives of Reference Material

Section 1 Introductory Comments - Objectives of Reference Material


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

Introduction Themes (uncertainty)

Future minds

Types of organisations

Traditional Business Models Under Threat

Trends and Challenges (Mega-Trends)

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

1. Customer-focused

Create and Keep The Customer

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

Cognitive thinking, emotional intelligence and spiritual intelligence


Complexity Adaptive Theory

3. Entrepreneurial (Based on Innovation)


Innovation strategies

Ten elements of community entrepreneurship

Entrepreneurial education


Internet (Introduction)

I) Introduction

Ii) Reasons For Reviewing Business Model

Iii) Internet Of Things (Iot)

Iv) Knowledge-Based Organisations

V) Links Between Innovation, Entrepreneurship, Invention, Marketing, Sustainable Development, Etc

4. People-oriented


Working life

Knowledge-Based Worker


Main roles of management

Some Practical Advice on Management


Work-ready Skills

Human Capital

5. Tightly Focused on Decisive Opportunities

Introduction (trends)




Internet (Social Media)

Social Media

I) Start-Ups

Ii) Retail Industry (Department Stores 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)

X) Skype

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 & 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 & 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


Online University Model


Some negative uses of social media

Digitalisation (linked with big data)

I) Introduction

Ii) Impact Of Digitalisation On Jobs

Big Data

I) Introduction

Ii) Some Examples Of Digitalisation And Big Data

Iii) Messiness


I) Introduction

Ii) There Are Positives And Negatives To This

Human Genome Project

Sustainable Development

6. Resilient


Resilience Model for Individuals



Risk Is A Balance Between Emotion & Deduction

Linked With Resilience Are 4 Challenges

Impact Of Denial

Mental Toughness

Importance Of Variety

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

Criteria for Evaluating the Top 500 Commercial Organisations

Characteristics of the Most Admired Organisations

Management Practices that Bring Superior Results


Four Primary Management Practices

Four Secondary Management Practices

Organisational Change (Overview)


Change is

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

Increasing Competition And Uncertainty/Chaos Are Linked

Sharing 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

Why Change Organisations?

Why Change Organisations?

Life-cycle Approach


Some Organisations Become A Victim Of Their Own Success And Size

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 & Walmart)

Use Some Performance Criteria

An Organisation Needs To Periodically Shake Itself Up

The next Industrial Revolution or the Second Machine Age

Interaction Between Jobs And Technology

S-Curve On Products

S-Curve On Property Cycle

Even Iconic Fashions Have To Re-Invent Themselves Like Trenchcoats

S-Curve On Shares

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

I) Inventions


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

Disruptive Innovations Are Most Likely To Succeed

Some Earlier Technological Changes Have Been Very Disruptive

New Technology Will Create Jobs

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

Other Examples Of Disruptive Technology Impacts Include Kodak And Swiss Watch Industry

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

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

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

Shared/Collaborative/On-Demand Economy And Organisations

I) Introduction

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

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

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

Nine 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

Some Organisational Examples Of The S-Curve

I) Ge

Ii) Apple

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

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

Point of Diminishing Returns

Understanding Your Value Chain

Some Traditional Techniques Used to Handle Organisational Change

Some Comments On Downsizing

Preparing for and Handling Hard Times

Local Situation on Change (Australia)

Section 2 Why Organisational Transition Efforts May Fail

Section 2 Why Organisational Transition Efforts May Fail


Expectations Greater than Reality

Common 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

Iii) Not Understanding Organisational Culture (Including Behaviour Of Complex Systems)

Iv) Not Understanding Situational And Contextual Settings

V) Structural Inertia And Related Organisational Matters

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

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

Viii) Not Understanding The Importance Of Timing

Ix) Not Understanding The Balance Between Intuitive And Analytical Approaches

X) Focusing More On Symptoms Than Causes

Xi) Measurement Perceptions

Xii) Not Understanding The Importance Of Stories

Xiii) Not Reading Social Signals (Body Language) Correctly

Xiv) Lack Of

Xv) Inappropriate Treatment Of Change

Xvi) Poor Negotiating Skills

Xvii) Some Myths (6)

Xviii) Too Much Reliance On Technology

Xix) Inverted U Concept

Xx) Emotion, Not Knowledge, Is The Catalyst For Change

Xxi) Importance Of Luck

successful Organisation Symptoms

Common Successful Organisation Symptoms

Problems with Past and Present Success

Active Inertia

The Problem of Status Quo Thinking

Strategic Planning

Frameworks for Organisational Transition

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

Ingredient 1

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 (includes light)

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


Prefrontal Cortex And Other Parts Of The Brain

Cognitive Ease/Law of Least Effort/Lazy Brain

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




Focus On Minimising Change

Cognitive Change

Artificial Intelligence (AI)

Social Brain

Changing Behaviours

Decision-Making (Less Is Better Than More)

Free-Will Under Challenge By Neuroscience

Thin Slicing



I) Introduction

Ii) Short-Term (Working Memory)

Iii) Long-Term Memory



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




Hormonal Influences, Social Rules

31. Nine Basic Instincts


Loss Aversion

Emotions Before Reason

Brain Is Not Rational

First Impression To Classify


Confidence Before Realism

Empathy & Body Language

Contest & Display

Community - Social Belonging

Hierarchy & 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


Food For Thought

Intuition (Routine Focus Of The Brain)

Ease & Coherence

Associated Activation

Illusions Of Truth/Cognitive Ease


Law Of Least Effort


Eyes & Brain

Heuristic & Self-Criticism


Routine Focus Of Brain

Anchoring Affect

Availability, Emotion & Risk

Characteristic Of Routine Focus Of The Brain

Narrative Fallacy


Accuracy of Predictions


Optimistic Bias

Group Discussion

Basic Of Economic Theory Is Incorrect

Loss Aversion





Terrorism & Lotteries


Choice From Experience V Description




Outside View & Risky Choice

Role Of Money


Responsibility & Other Matters

Preference Reversal & Associated Matters



More On Intuition & Emotional State

Time Management


Time (Stories & Time)



Judgment Under Uncertainty

I) Decision-Making

Ii) Six Heurestics Re Probability Assessment Under Uncertainty/Risk

Bias In Evaluation Of Conjunctive & Disjunctive Events

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

Indicators of Success at Ingredient 1

Summary of Ingredient 1

Potential Challenges at Ingredient 1

Power Of Organisational Culture

Five Main Functions

Be Careful Using Surveys & Questionniares

Certain Level Of Predictability

Different Stakeholders Have Different Mindsets

Not Creating An Environment Where It Is Safe To Challenge

Change Is Like Planting A Seed

Too Much Focus On Analytical Approach

More Thoughts On Our Thinking

Old Ways Are Out

Concentrate On Your Strengths Rather Than Weaknesses

Not Enough Listening

Not Enough Reflection

Gender Differences

Generation Differences

Confirmation Bias

Feelings & Emotions

Under-Estimating Importance Of Symbols

Staff May Feel

Too Much Selling Of The Solution

Too Much Concentration On The Present And Past

Create A Safe Environment

Lack Of Trust

Technologies Impact

3 Logic Traps


Office Politics




Avoid Conflict



Types Of Intelligence

Technical V Interpersonal Skills

Workplace Conflict Ladder

Bad Behaviours

Impact Of Poor Culture

Encourage Diversity


Small Talk

False Respect


Human Biorhythms


Office Politics




Informal Meetings


Informal Learning



Nine Natural Instincts



Optimism V Pessimism


Empathy & Sympathy



Complicated To Complex

Skills (Soft & Hard)

Ten Most Valued Job Skills

Traits Of Successful People


Social Media

Inverted U


Mindset (Fixed V Growth)

Imposter Syndrome


Understanding The Past

Multi-Tasking/Task Switching


Ingredient 3

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


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

Finding Partners

Getting the Uncommitted Onside

Some Techniques to Facilitate Ingredient 3

Potential Challenges at Ingredient 3


Power V Influence

Leading Change

Structural Power

Situational Leadership

Effective Change Leadership

Leaders V Managers

Kindness, Happiness & Height

Wrong Attitudes

Team Members

Cultural Creators & Re-Enforcers

Leaders Need Followers

Guiding Coalition

First Born

A & B Players

General (Teamwork)

Anarchy Or Choas

Management And Immediate Supervisor

Us And Them Attitude


Group Think & Conformity

Ingredient 5

Ingredient 5

Maximising Connectedness



Importance of Commitment

Information and Knowledge


How to Build Transactional trust

Ways to Improve Trust

More on Connectedness

How Staff can Hinder Management


More on Performance

Performance Management

Destroying Performance Review

Performance Appraisal

Rewards and Performance

Organisational Structure


I) Work Separation

Ii) Departmentation

Iii) Chain Of Command

Iv) Span Of Control

V) Centralisation V Decentralisation

Vi) Formalisation


Matrix Structure


Boundary-Less Organization



Are Teams the Right Strategy?

Why Teams?

Development of Teams: 2 Concepts

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


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 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



Structure & Connectedness

Management & Staff

Obstacles Are Present

Mental Models

Cultural Flexibility

Reflective Openness


Group Think

Importance Of Power

Team's Interest First

Attribution Theory

Centralised Decision-Making


Confusing Arrogance & Self-Confidence

Manage Heavy & Manage Light

Staff & Customer Engagement

Effective Teams

Importance Of Trust

Work Life Balance

Brain As A Muscle




Performance Management

Staff Turnover

Design Organisational Structure

Performance Management (Negative Impacts)

Engagement & Productivity

Informal Brainstorming, Innovation, Etc

Best Connection Or Click With Others

Mistakes & Failures Are Learning Experiences

Loyalty & Connectiveness

Ingredient 7

Ingredient 7

Consolidating Performance Improvement

Ways to Embed Change

Implanting Change Takes Time

Develop Disciplinary Modes of Thinking

Mentoring (Executive Coaching)


Long-Term Proposition

Mentoring As A Calling

Reverse Mentoring

Focus Of Behaviours

Mentoring Should Be Widely Available


End Of Mentoring Relationship

Be Wary Of Pseudo-Mentoring

Sequence For Setting Up Positive Mentoring

How To Choose A Mentor


Succession Planning


Core Tasks For Succession Planning

Criteria For Selecting The Best Talent

Types Of Synthesis

Need To Be Careful Of Stereotyping, Etc

Creative Mind

Respectful Mind

Ethical Mind

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

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

Changing The Organisational Culture As The First Step

Ten Cultural Commandments

Behaviour Of Senior Management

Board's Current Role

Founder's Dilemma

Inadequate Succession Planning

Clever People

Importance Of Empathy, Jealousy, Envy, Etc

Why People Leave A Job & Apply For A New Job

Challenging Minds

Competency & Skills Required At Different Management Levels

Importance Of Former Employees

Five Minds

Don't Blame Circumstances

Demographic Changes

Linkage Between Good Corporate Behaviours & Final Results

Four Habits To Learn From Experience

Few Ceos Have HR Background


Change Challenges Culture

Impact Of Social Media Has Changed Power Balance

Some techniques to facilitate Ingredient 1 (Laying a Foundation for New Ways)

Some techniques to facilitate Ingredient 1 (Laying a Foundation for New Ways)

Introduction - Technique 1.x 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 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)

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

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

Change Implementation Techniques for Creating a Sense of Urgency

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

Introduction - Technique 2.x 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

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

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

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

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


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

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


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 (6 types)






Wishful Thinking

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

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