Knowledge Base - Table of Contents
Organisational Change Management - TOC
Organisational Change Management
Background to Change, Frameworks and Case Studies
One Organisations Initial Reaction to Change
Seven Essential Ingredients for Selecting a Framework in the Human Journey of Change 1
Checklist for Organisational Change
Some Useful Frameworks for Organisational Transitions
Useful Change Management Techniques to Handle the 7 Ingredients
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)
(Background to Change Management cont. 4)
(Background to Change Management cont. 5)
(Background to Change Management cont. 6)
(Background to Change Management cont. 7)
(Background to Change Management cont. 8)
(Background to Change Management cont. 9)
(Background to Change Management cont. 10)
(Background to Change Management cont. 11)
(Background to Change Management cont. 12)
(Background to Change Management cont. 13)
(Background to Change Management cont. 14)
Peak-Performance, Innovative, Agile, Resilient and Robust Organisations
Introduction Themes (uncertainty)
Ten characteristics of knowledge-based organisations
To correct under-performing organisations
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)
Global superpowers' rivalry (China versus USA)
vii) An Imperative to Innovate
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
Some other interesting trends include
(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)
Growth (there are 2 sides to it)
Generalisation vs. Specialisation
Types of Coordination (direct and indirect)
Comments on Some More Challenges
Ten major trends in agriculture
Looking to the Future (agriculture)
Four relevant food related topics
Six characteristics of Peak-Performance, Innovative, Agile, Resilient and Robust Organisations
Customer relationship marketing
Look outside as well as inside your industry
2. Concentrate More on Leadership and Less on Management/Administration
Cognitive thinking, emotional intelligence and spiritual intelligence
Some Traits of Ineffective Leaders/Managers
Being at the Top has its Challenges
The Dilemma of Share Price (CEO)
Management/Leadership and Change
Complexity Adaptive Theory (Chaos Theory)
3. Entrepreneurial (Based on Innovation)
Introduction - Entrepreneurial
More Comments on Entrepreneurship
Establishing a start-up requires an entrepreneurial mindset
Ten elements of community entrepreneurship
Ii) Reasons For Reviewing Business Model
Iv) Knowledge-Based Organisations
Some additional Comments on Innovation
Bureaucratise Innovation (NASA)
Introduction - People-oriented
Impact of Being a Slave to Your Job
(More on flexible work cont. 1)
(More on flexible work cont. 2)
Some Trends in Criteria for Management Selection
Some Practical Advice on Management
Resources ( knowledge, time, etc)
5. Tightly Focused on Decisive Opportunities
Four Core Elements for Democracy and Market Economy to Succeed
An Example of the Impact of Social Media, eg online recruitment
Five ways to bring your staff on site re social media
Social media has caused monumental changes
Ii) Retail Industry (includes Australia)
Iv) Worldwide Statistics (late 2015)
Viii) Linkedin (Started In May 2003)
Some Examples Of The Use Of Social Media
Iii) Social Advertising Business (Social Loot)
Viii) Australian Banks (Nab and Cba)
Xi) Peer-to-peer financing, eg TransferWise
Xii) Virtual Currency, Eg Bitcoins
Xiii) Fundraising (crowd fundraising websites)
Xviii) Seven TV Network (Australia)
Xix) On-Line Behavioural Targeting
Xxi) Art e-fairs, eg VIP Art Fair
Xxvi) Eastmon Group (Australia)
Xxix) Woolworths (Australia's largest retailer)
Xxx) Myers (one of Australia's main retailers)
Xxxv) Luxury goods' use of social media
Some negative uses of social media
Disrupting Entire Organisation
Some More Negatives Of Social Media
Business models of online platforms
Extra Negative Impacts of Social Media
Social Gambling, Media Violence
Attention Span and Productivity
Impact on Memories, Manners, Depression, Fraud, Harassment, etc
Six Main Critiques of Big Tech
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 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)
Ii) Some Examples Of Digitalisation And Big Data
Ii) There Are Positives And Negatives To This
Sustainable Development (includes bio-mimicry)
Resilience Model for Individuals
More on How to Increase Resilience
Understanding Links between Resilience Stress and Rumination
Risk Is A Balance Between Emotion and Deduction
Linked With Resilience Are 4 Challenges (cognitive, strategic, political and ideological)
Some Powerful Insights from Successful CEOs
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
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)
Technical versus Adaptive Changes
Categories of organisational change can be shown as
Unstable, Impermanent and Unexpected
Some Examples Are Changing the Face of Competition
Increasing Competition And Uncertainty/Chaos Are Linked
Expanded Details On Shared Economy Examples
I) Airbnb (Global Holiday And Short-Term Proporty Rental)
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
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)
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 Technology (Hype Cycle)
Even Iconic Fashions Have To Re-Invent Themselves Like Trenchcoats
Another Example Of The S-Curve
Some Variations Of The S-Curve
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
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
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
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
Viii) The Alternative Is To Look At New Market Customers (Non-Customers)
X) Not Understanding Product Architecture And Interfaces Including Interdependence And Modularity
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
Disruptive Technological Advances Are Making Fantasy Into Possibility
Each Of These Disrupters Created A New Value Chain
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)
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
V) Three Important Executive Leverage Places
Vi) A Discovery-Driven Method Of Managing The Emergent Strategy Process
Viii) Say No To A Strategy That Targets Existing 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
Summary - 3 Approaches To Creating New Growth Business
Industry Examples Of The Application Of The S-Curve
Vii) Financial Centre (Hong Kong)
ix) Diamonds (over the years it has continually re-invent itself)
x) The Australian Wool Industry
Some Organisational Examples Of The S-Curve
xxvi) Warren Buffett's Company (Berkshire Hathaway)
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
Understanding Your Value Chain
Disrupted Technologies Frameworks
Disruptions (Acute And Chronic)
Some Traditional Techniques Used to Handle Organisational Change
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
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
Control Our Fate and Poor Predictions
Computer Modelling Limitations
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 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
Another Way Of Looking At Co-Creating
Co-Designing As Part Of Buy-In
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 (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 cont.) More Types of Stupidity
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 (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 (42) xxxxii) data is historic
Common Management Errors (43) xxxxiii) Need to understand the fear cycle (first and second fear)
xxxxv) need to be careful of patronising discourse of senior management
Common Management Errors (54) Xxxxxvi) Not Understanding Concept Of Paradoxical Change
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
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
The Problem of Status Quo Thinking
Section 6 Limitations of Most Frameworks
Most Frameworks Over-Simplify the Situation
Some Interesting Quotes on Models/Frameworks
What has Happened with Some Management Fads
More on Weight Loss and Change
100 Business Ideas From Last 100 Years
Differences - Australia and Other Countries
Some Industrial Structural Differences (like oligopolies in Australia)
Some Basic Cultural Differences Between Australia and other Countries (especially USA)
Contrasts Between Americans and Australians
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 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 15 Missing Links in Managing Change
Framework 17 3 Ps and 11 Ss Sequence
Framework 18 The GE Change Framework
Framework 19 Transformational Triangle (Shell)
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 26 Performance Leadership
Framework 27 A Five-Step Change Management Framework
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 38 Managing Organisational Change
Framework 39 Change Through Persuasion
Framework 40 Blueprint for Change
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 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)
Some More Enhancement To Prosci (Self-Explanatory Slides)
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 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 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 5 - Indigenous Cultural Burning Practices (an example)
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 94 Communities of Practice
Framework 95 Networks of Networks (flat networks)
Framework 96 Evolutionary (step by step)
Framework 98 Implementing Change
Framework 100 Callaghan Innovation Change Framework
Framework 101 12 Steps and 12 Traditions (Alcoholics Anonymous - AA)
Framework 103 Leverage Change (8 Levers)
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)
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 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 137 Adaptive Cultural Change
Framework 138 How to Change a Culture
Framework 139 Contextual Effectiveness
Framework 140 How to Map Your Organisational Functionality Structure
Section 7 Case Studies - Case Study 1 - (Spectacular Growth and Dynamic Change)
Case Study 2 - (Ineffectual Change Attempt)
Case Study 3 - (Successful and sleepy Organisation)
Case Study 4 - (Hierarchical, tradition-bound and union-dominated organisation)
Case Study 5 - (Hierarchical, technocratic and unionised organisation)
Ingredient 1 - Laying a Foundation for New Ways
Introduction - Laying a Foundation for New Ways
Comments on Handling Ingredient 1 - Introduction
Adapting Grief Cycle to Change
Different Generations In Workforce (Learning Formats)
Millennials versus Baby Boomers
Three Types of Organisation for Generational Differences
A Framework for Understanding in Different Ethical Backgrounds
Some Idiosyncrasies of Different Cultures
Examples of Lack of Cultural Sensitivity
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
x) Women In Organisations/Business
xii) People Need To Take Control Of Their Careers
xiii) hurdles facing female entrepreneurs
Xv) Impact Of 'Blokeish Or Macho' Culture
i) introduction to Evolutionary Psychology
ii) the management implications of evolutionary psychology
b) loss aversion except when threatened
d) classification before calculus
iii) summary of evolutionary psychology on managerial impact
6. Different Categories of Intelligence
A Traditional Approach To Intelligence
8. Individual and Organisational Learning
Learning (Part Of Changing Behaviour)
Learning Zone, ie In Between Fear And Growth Zones
The wheels of Learning and our Mental Models
10. Zero, Single and Double Loop Learning
12. Anxieties - Learning and Survival
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)
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
More On Personalities In The Workplace
Cognitive Performance And Sleep
Ten Commandments Of Healthy Sleep
Sleep Squeeze And Ways To Handle
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
Reasons For Resistance To Change
Some Comments That Indicate Resistance
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
Introduction - How the Brain Works
How the Brain Works cont. 1 - Memorable Experiences (Immersion)
Three Human Brains (Cephalic, Gut And Heart)
Prefrontal Cortex And Other Parts Of The Brain
Cognitive Ease/Law of Least Effort/Lazy Brain
Attention (Emotions, Meaning, Multi-Tasking and Timing)
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
Misconceptions About Our Brain
Part Of AI is AGI (Artificial General Intelligence)
Some Catastrophic Failures with AI
Free-Will Under Challenge By Neuroscience
Decision-Making (Less Is Better Than More)
Ii) Short-Term (Working Memory)
Some Simple Ways To Reduce Stress
More On Deep Breathing (Diaphragmatic Breathing)
Senses (Sight, Smell, Feel, Hearing, Taste, Etc)
Hormonal Influences and Social Rules
Introduction - Nine Basic Instincts
Using Emails To Illustrate The Impact Of Basic Instincts
Introduction - Concepts of Thinking
Intuition (Routine Focus Of The Brain)
Illusions Of Truth/Cognitive Ease
Pursuit of Truth (identity studies)
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
(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)
Availability, Emotion and Risk
Characteristic Of Routine Focus Of The Brain
Predictions (hard to be accurate)
Basic Of Economic Theory Is Incorrect
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)
Choice From Experience V Description
How the above areas of interest impact on judgement and decision making
Summary - Concepts of Thinking
Responsibility & Other Matters
Preference Reversal & Associated Matters
More On Intuition & Emotional State
Time Management (distractions & mind wandering)
Happiness as Part of Well-being
Job Performance (Linked With Happiness Optimism And Well-Being)
Ii) Six Heurestics Re Probability Assessment Under Uncertainty/Risk
Iii) Bias In Evaluation Of Conjunctive & Disjunctive Events
(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)
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 cont. 1)
(More on Negotiations cont. 2)
Some Useful Techniques for Handling Ingredient 1
Quiz for Testing Cognitive Bias (examples)
Resistance to Cognitive Biases Test
Indicators of Success at Ingredient 1
Potential Challenges at Ingredient 1
i) Power Of Organisational Culture
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
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
Explicit and Implicit Learning
Four Different Thought Processes in Decision-making
ix) More Thoughts on Thinking (cont.) Biased decision-making
xi) Concentrate On Your Strengths Rather Than Weaknesses
xiii) Diversity for Innovation and Growth
xviii) Under-Estimating Importance Of Symbols
xx) Too Much Selling Of The Solution
xxi) Too Much Concentration On The Present And Past
xxii) Create A Safe Environment
xxxv) Technical V Interpersonal Skills
xxxvi) Workplace Conflict Ladder
xxxviii) Impact Of Poor Culture
Another Example of Poor culture Generating a Crisis (ball tampering incident - 2018)
Another sporting experiences applicable to organisational change
Inclusion (extension of diversity)
Impact Of Cultural Diversity In Australia
xxxxxv) Nine Natural Instincts
xxxxxviii) Optimism V Pessimism
More on Optimism and Optimism (negative capability)
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
xxxxxxx) Mindset (Fixed V Growth)
xxxxxxxiii) Understanding The Past
Ingredient 2 - Establishing a Sense of Urgency (introduction)
Introduction - Ingredient 2 - Establishing a Sense of Urgency (introduction)
Some Ways (including Strategies) to Handle Complacency
Global Sustainability as a Sense of Urgency
Some Techniques to Facilitate Ingredient 2
Potential Challenges at Ingredient 2
ii) Threat To Core Activity/Asset
v) Culture As Defence Mechanism
vi) Need To Re-Define Your Business
viii) Neuroscience (Insight, Threats, Etc)
x) Aligning Information Systems, Etc
xii) Sense Of Urgency (Comes From Nowhere)
xiii) Negative attitude to business
xiv) Business has an image problem
xvi) Without a sense of urgency, changes takes time
xvii) Decision-making is made easier by having a sense of urgency
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
Transactional vs. Transformational Change
Some Selection Criteria In Selecting The Most Appropriate Leadership Style
Leadership Pipeline (Building Leadership At Every Level)
Stages of Vertical Development
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)
Leadership (comparing big-wave surfing - extreme sport and business)
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
Power Stress As Part Of Leadership
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 Or EI (Emotional Intelligence)
Apology (authentic self-reflection and part of EI)
Comments On Emotional Intelligence Tests And Assessments
Emotional Intelligence Requirements for a Job
Three Important Questions To Boost Emotional Intelligence (EQ)
Comments on Australian Leadership
Some Attributes of Managers and Leaders
Too Little Leadership Also Fuels Mistakes
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
Ten Qualities of Good Leadership
Ways to Address Lack of Leadership
Six Myths about Strong Leaders
Common Characteristics of Real Change Leaders (RCLs)
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
Rate of Adoption of Change by Types of People
Getting the Uncommitted Onside
Some Techniques to Facilitate Ingredient 3
Potential Challenges at Ingredient 3
Another Way to Look at Leadership
vii) Effective Change Leadership
ix) Kindness, Happiness & Height
xii) Cultural Creators & Re-Enforcers
Teamwork (what we can learn from birds)
Ingredient 4 - Creating Alignment
Introduction - Ingredient 4 - Creating Alignment
Alignment Of Personal And Organisational Values
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
Three Key Communication Skills
Motivation and Associated Issues
Intrinsic v. Extrinsic Motivation
Behaviourism, ie behavioural design
How to Persuade and Influence People
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
Relationship between Leadership, Management, Purpose, Strategies, Plans and Budgets
Some Techniques to Facilitate Ingredient 4
Potential Challenges at Ingredient 4
v) Perform But Not Share Values
xxi) Staff (Attraction V Engagement)
Ingredient 5 - Maximising Connectedness
Introduction - Ingredient 5 - Maximising Connectedness
Assumptions Undermining Relationships
How to Build Transactional trust
How Staff can Hinder Management
Behavioural Model for Creating Incompetence
More On Performance Management
Importance of Impact in Performance
More on Performance (including destroying performance review)
Introduction - Organisational Structure
Six basic types of organisational structure
V) Centralisation V Decentralisation
Six key questions for designing organisational structure
vi) Boundary-Less Organization
ii) Are Teams the Right Strategy?
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
xi) Four Stages in Developing a Team
xii) Team Development Game Plan
xiii) Adapting to a Cross-functional Team Structure invokes the Fear Cycle
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
xx) Why Some Teams Succeed and Most Don't
xxii) Some Myths about Teams (5)
xxiii) Essential Conditions For Team-based Top Management
xxiv) Why Top Management Teams Often 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
xxxii) How to Help Teams Make Decisions
xxxiv) Sporting Approach to Teams
xxxxi) Changes to Create Empowerment
Delegation and Decision-Making
iii) Five Levels 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
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
iii) Structure & Connectedness
xiv) Centralised Decision-Making
xvi) Confusing Arrogance & Self-Confidence
xvii) Manage Heavy & Manage Light
xviii) Staff & Customer Engagement
xxvii) Bouncing back from failure
xxviii) Performance Management
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
Ingredient 6 - Strategic staircase (Creating Short-term Wins)
Introduction - Ingredient 6 - Strategic staircase (Creating Short-term Wins)
Characteristics of Short-term Wins
Some Tips for Generating Short-term Wins
Some Thoughts on How to Reward Efficiently
Influence of Short-Term Wins on Business Change
The Relationship between Leadership, Management, Short-Term Results and Successful Change
Ingredient 7 - Consolidating Performance Improvement
Introduction - Ingredient 7 - Consolidating Performance Improvement
Develop Disciplinary Modes of Thinking
Mentoring (Executive Coaching)
Six Reasons Why Mentoring is Important
vi) Mentoring Should Be Widely Available
viii) End Of Mentoring Relationship
ix) Be Wary Of Pseudo-Mentoring
x) Sequence For Setting Up Positive Mentoring
Coaching And Change Management
Purpose And Effectiveness Of Coaching
i) Introduction - Succession Planning
ii) Core Tasks For Succession Planning
iii) Criteria For Selecting The Best Talent
Need To Be Careful Of Stereotyping, Etc
Behavioural/Situational Interviewing
Limitation Of Other Selection Techniques
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?
Importance of independent, non-executive directors
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
iii) Behaviour Of Senior Management
vi) Inadequate Succession Planning
viii) Importance Of Empathy, Jealousy, Envy, Etc
ix) Why People Leave A Job & Apply For A New Job
xi) Competency & Skills Required At Different Management Levels
xii) Importance Of Former Employees
xiv) Don't Blame Circumstances
xvi) Linkage Between Good Corporate Behaviours & Final Results
xv) Four Habits To Learn From Experience
xvi) Few CEOs Have HR Background
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
i) Most Important Change Initiatives
iv) Golden Rules Of Change Management
v) Change Is Situational & Contextual
vi) Change Challenges Status Quo
viii) What Matters To Customers
ix) Observations From Sporting World
x) Waleed Aly's Thoughts On Success
Change Fatigue (Another Form Of Burn-Out)
Cognitive Fatigue and Dopamine Deficit
Signs of a person experiencing burn-out
Ways to Reduce Burn-out & Stress
Some More Comments on Ways to Handle Burnout, ie build resilience
x) Getting Balance Right In Your Life
4 essential, complementary dimensions
xi) Make The Change Process Fun
xii) Concentrate On The Strengths Of The Organisation
xiii) Other Constructive Actions
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 1.11 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 1.20 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 1.27 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 1.39 Non-Verbal Signals (including tone)
Facial Expression And Recognition
More Comments On Reading Body Language (Including Lying)
Some Photos Demonstrating Different Non-Verbal Signs
Listening Skills - 3 Main Types
Tips to Improve Listening Skills
Questions (how to ask the right ones)
A Framework for Giving Feedback (in difficult and important situations)
Feedback (positive vs negative)
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 1.48 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 1.61 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 1.77 Review (Reflection)
Technique 1.78 Grit Determination
Technique 1.79 Self-assessment
Technique 1.81 Modified DOSPERT Test (Risk Taking)
Technique 1.82 Word Completion Task
Technique 1.83 Organisational Readiness For Implementing Change (ORIC)
Technique 1.85 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 1.92 Personal Self-assessment (4Ls)
Technique 1.93 Information Chain (conflict management)
Technique 1.94 Information Exchange (conflict management)
Technique 1.96 Appreciative Interviews
Technique 1.97 Challenge Activity
Technique 1.98 Deliberate Engagement Principles
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 1.105 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?
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 2.10 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 2.17 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 2.36 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 2.42 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 2.51 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 2.65 Analyse the Way We Work
Technique 2.66 Time Management
Issues Identified - Time Management
General Background to Time Management
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 2.70 Shared Services
Technique 2.71 Supply Chain Management
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 2.79 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 2.87 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 2.97 Modified Cynefin (5Cs)
Another Way of Looking at VUCA
Technique 2.99 Landscape Innovation Technique/Map
Section 1 - Some Techniques to Facilitate Ingredient 3 (Forming a Transitional Team)
Technique 3.1 Questions for Planning the Transition Focus
Technique 3.2 Assessing Change Management Skills
Technique 3.4 Are Teams the Right Approach?
Technique 3.5 Are Teams the Right Strategy?
Technique 3.6 The Differences Between Groups and Teams
Technique 3.7 Some Questions Around Developing a Team
Technique 3.8 Selecting a Team
Technique 3.9 Four Stages in Team Development
Technique 3.10 High-performing Team Rating Form
Technique 3.11 Empowerment Assessment
Technique 3.12 Team Performance Checklist
Technique 3.13 Your Style as a Manager
Technique 3.14 Team Meeting Guidelines
Section 2 - Some Techniques to Facilitate Ingredient 4 (Creating Alignment)
Introduction - Technique Selection - Ingredient 4
Technique 4.1 Questions Around Organisational Relationships
Technique 4.2 Values Statement
Technique 4.4 Questions to Help Develop Shared Vision and Mission Statements
Technique 4.5 More Questions to Develop Vision and Mission Statements
Section 3 - Some Techniques to Facilitate Ingredient 5 (Maximising Connectedness)
Introduction - Technique Selection - Ingredient 5
Technique 5.2 Accountability Matrix
Technique 5.3 Responsibility Grid
Technique 5.4 Eight Issues that Focus Organisational Culture
Technique 5.5 Some Questions on Relationships
Technique 5.6 Understanding Types of Decision-making
Technique 5.7 Rate Your Decision-making Effectiveness
Technique 5.8 Readiness for Performance Appraisal
Technique 5.10 Level of Engagement (1)
Technique 5.11 Level of Engagement (2)
Technique 5.12 Template for 5 Conversations
Technique 5.13 Foundations For Building Authentic Gravitas
Technique 5.14 Dialogo Therapeutic
Technique 5.15 Combining Narrative Practice And Logo Therapy
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
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
Some Conditions to Establishing Creative Organisations
Technique 6.3 Eleven Misconceptions about Creativity
Creativity and the Brain Process
Whole-Brain Creativity Technique
Left And Right Hemisphere Functions Of The Brain
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
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
More on Creativity cont. 1 - Cognitive Flexibility (flexible thinking)
More Thoughts On Creativity - Micro Dose
Some Guidelines for a Successful Life (12)
Some Thoughts on Original Thinkers
Be Creative (look at challenges differently)
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)
Creative Thinking Techniques (7)
Some examples of the successful use of 6 hats:
Some References On Creative Thinking
Technique 6.18 Random Word - A Chance Method of Po
Technique 6.20 Questioning Attitude
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
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
Installing Innovation (building capability)
Innovation (executing effectively)
Prototyping and Piloting in Innovation
Some Other Prototypes Can Lead to Pilot Runs and Launches
Financial Models for Innovation
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 - 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 - Three Examples
More Details On The 8 Productive Tensions Of Innovation - Tips For Handling Tensions
More Details On The 8 Productive Tensions Of Innovation - Summary
Section 5 - Some Techniques to Facilitate Ingredient 7 (Consolidating Performance Improvement)
Introduction - Technique Selection - Ingredient 7
Technique 7.1 Building Emotional Capital
Technique 7.2 Criteria for Selecting the Best Talent
Technique 7.3 Becoming an Inside-Outside Leader
Technique 7.4 Principles of Mentoring
Technique 7.5 Checklist of Positive Behaviours for Nurturing an Atmosphere of General Mentoring
Technique 7.6 Some Questions to Start Mentoring
Technique 7.7 Some Comments on Developing a Succession Plan
Technique 7.8 Test Your Organisation Against These Principles
Technique 7.9 A Framework for Linking Culture and Organisational Transitions
Technique 7.10 Seen From Below
Technique 7.11 Management Style (Zooming Framework)
Technique 7.12 Is Your Job a Good Fit?
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
Marketing (Product Adoption Curve)
Relationship Marketing as Part of Customer Management
Characteristics of the Commercial World
Some Themes of Customer Management
Marketing - Thought Leader (Go-To-Expert)
Branding (as part of customer management)
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
Importance of Customer Retention
Technique 8.9 Rationales of Loyalty Programs
Price Impact on Customer Retention
Some Ways to Increase Profitability
Technique 8.10 Steps in Growing Customer Loyalty
Technique 8.11 Customer Feedback Checklist
Technique 8.13 What Do Customers Really Want?
Challenges that Get in the Way of Achieving Sales Targets
Some Comments on Market Research
Some Comments on Digital/E marketing
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)
Section 12 - References and Acknowledgements
Section 12 - References and Acknowledgements - A
Section 12 - References and Acknowledgements - B
Section 12 - References and Acknowledgements - C
Section 12 - References and Acknowledgements - D
Section 12 - References and Acknowledgements - E
Section 12 - References and Acknowledgements - F
Section 12 - References and Acknowledgements - G
Section 12 - References and Acknowledgements - H
Section 12 - References and Acknowledgements - I
Section 12 - References and Acknowledgements - J
Section 12 - References and Acknowledgements - K
Section 12 - References and Acknowledgements - L
Section 12 - References and Acknowledgements - M
Section 12 - References and Acknowledgements - N
Section 12 - References and Acknowledgements - O
Section 12 - References and Acknowledgements - P
Section 12 - References and Acknowledgements - Q
Section 12 - References and Acknowledgements - R
Section 12 - References and Acknowledgements - S
Section 12 - References and Acknowledgements - T
Section 12 - References and Acknowledgements - U
Section 12 - References and Acknowledgements - V
Section 12 - References and Acknowledgements - W
Section 12 - References and Acknowledgements - X