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- Knowledge Base Archived
- Organisational Change Management
- Background to Change, Frameworks and Case Studies
- Overview
- Seven Essential Ingredients for Selecting a Framework in the Human Journey of Change 1
- Some Useful Frameworks for Organisational Transitions
- Useful Change Management Techniques to Handle the 7 Ingredients
- Pre-test
- Section 1 Introductory Comments - Objectives of Reference Material
- Peak-Performance, Innovative, Agile, Resilient and Robust Organisations
- Some Powerful Insights from Successful CEOs
- Six Key Criteria for an Enduring and Successful Organisation
- Criteria for Evaluating the Top 500 Commercial Organisations
- Characteristics of the Most Admired Organisations
- Management Practices that Bring Superior Results
- Change is
- Levels of Change
- Categories of organisational change can be shown as
- Telescoping of Change
- Unstable, Impermanent and Unexpected
- Changing Face of Competition
- Local Situation on Change
- Why Change Organisations?
- Life-cycle Approach
- Point of Diminishing Returns
- Some Traditional Techniques Used to Handle Organisational Change
- Preparing for and Handling Hard Times
- Local Situation on Change (Australia)
- Section 2 Why Organisational Transition Efforts May Fail
- Expectations Greater than Reality
- Common Management Errors
- Successful Organisation Symptoms
- Common Successful Organisation Symptoms
- Problems with Past and Present Success
- Active Inertia
- The Problem of Status Quo Thinking
- Strategic Planning
- Section 3 Attitudes to Change
- People are not Against Change, but the Way it is Handled
- Change has Negative Vibes
- two Caterpillars and a Butterfly Story
- G.R.A.S.S. (change and gone wrong)
- A Checklist for Handling a Messy Transition
- Section 4 - Rates of return on Investment (ROI)
- 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
- Management Jargon/Fads
- Dilbert's Approach
- Differences - Australia and Other Countries
- Some Basic Cultural Differences Between Australia and other Countries (especially USA)
- Contrasts Between Americans and Australians
- Some More Characteristics of Australian Culture
- Some Australian Myths
- Some Organisational Differences (USA and Europe)
- Basis for Frameworks for Organisational Transition (6)
- Section 7 Some Useful Frameworks for Organisational Transitions
- 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 11 Manager's Framework for Change and Performance
- Framework 12 Four Rs: Reframe, Restructure, Revitalise and Renewal
- Framework 13 Change Audit Framework
- Framework 14 Dance of Change
- Framework 15 Missing Links in Managing Change
- Framework 16 Precision Model
- Framework 17 3 Ps and 11 Ss Sequence
- Framework 18 The GE Change Framework
- Framework 19 Transformational Triangle (Shell)
- Framework 20 Theories E and O
- Framework 21 14 Points and 5 Deadly Sins
- Framework 22 Business Concept Innovation
- Framework 23 A framework for change
- Framework 24 Innovation Solution for Change
- Framework 25 Visuals
- Framework 26 Performance Leadership
- Framework 27 A Five-Step Change Management Framework
- Framework 28 The Dynamics of Change: a Framework for Understanding and Managing Others Through Change
- Framework 29 Yahoo's Way
- Framework 30 Spiritual Capital
- Framework 31 Transformation to a Dot-com
- Framework 32 Seven Capacities of the U Movement
- Framework 33 A Conceptual Model for Managed Cultural Change
- Framework 34 Assessing Cultural Dimensions
- Framework 35 Learning Culture
- Framework 36 Pyramid
- Framework 37 DICE
- Framework 38 Managing Organisational Change
- Framework 39 Change Through Persuasion
- Framework 40 Blueprint for Change
- Framework 41 Changing Minds
- Framework 42 Positive Deviants Within the Organisation
- Framework 43 Transforming Large Global Giants
- Framework 44 Innovation as a Basis for Change
- Framework 45 Eight Steps to Organisational Change
- Framework 46 Business Model Innovation
- Framework 47 Change Your Management Model
- Framework 48 Orica Approach
- Framework 49 Transition Management
- Framework 50 Transitions in Uncertain Times
- Framework 51 Transition Strategy (STARS)
- Framework 52 Sustainability as a Basis for Change
- Framework 53 PROSCI (ADKAR/Change Management Activity)
- Framework 54 Agile
- Framework 55 SCARF (A Neuroscience Approach)
- Framework 58 Who Killed Change?
- Framework 56 Change Driven by Decision-making
- Framework 57 Democratic Approach
- 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
- Section 7 Case Studies - Case Study 1 - (Spectacular Growth and Dynamic Change)
- Case Study 2 - (Ineffectual Change Attempt)
- Case Study 3 - (Successful and sleepy Organisation)
- Case Study 4 - (Hierarchical, tradition-bound and union-dominated organisation)
- Case Study 5 - (Hierarchical, technocratic and unionised organisation)
- Seven Essential Ingredients for a Change Framework
- Seven Essential Ingredients for Selecting a Framework in the Human Journey of Change 2
- Demonstrating the Linkages between the Ingredients
- General Comments on the 7 Ingredients
- Ingredient 1 - Laying a Foundation for New Ways
- Introduction - Laying a Foundation for New Ways
- Transition Management
- Comments on Handling Ingredient 1 - Introduction
- 1. Grief Cycle
- 2. Generational Differences
- 3. Ethnic Differences
- 4. Gender Differences
- 5. Evolutionary Psychology
- 6. Different Categories of Intelligence
- 7. Machinery of the Mind
- 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
- 31. Nine Basic Instincts
- 32. Concepts of Thinking, eg self-control, ego, discipline, flow, intelligence, rationality, intuition, aversion, etc
- Some Useful Techniques for Handling Ingredient 1
- Quiz for Testing Cognitive Bias (examples)
- Indicators of Success at Ingredient 1
- Summary of Ingredient 1
- Potential Challenges at Ingredient 1
- Ingredient 2 - Establishing a Sense of Urgency (introduction)
- Introduction - Ingredient 2 - Establishing a Sense of Urgency (introduction)
- Signs of Complacency
- Some Ways (including Strategies) to Handle Complacency
- Some Techniques to Facilitate Ingredient 2
- Potential Challenges at Ingredient 2
- Ingredient 3 - Forming a Transitional Team
- Introduction - Ingredient 3 - Forming a Transitional Team
- Transitional Team's Transient Role
- Nine Key Characteristics of an Effective Transitional Team
- Eight Primary Responsibilities of the Transitional Team
- Measurement of the 3 Distinct Phases of Learning Initiative for Transitional Team
- Leadership An Introduction
- 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
- 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
- Introduction - Ingredient 4 - Creating Alignment
- Ingredient 4 - Creating Alignment
- Self-knowledge
- Communications
- The 10 Laws of Human Communication
- Motivation and Associated Issues
- Intrinsic v. Extrinsic Motivation
- Staff Motivation
- How to Persuade and Influence People
- More on the Art of Persuasion
- Managing Upwards
- Shared Purpose/Vision and Visioning
- Questions to Help Develop a Shared Purpose
- Key Points in Developing a Purpose
- Principles of Developing a Purpose/Vision
- Some Comments on the Process of Developing a Purpose for Change
- Nine Reasons a Shared Purpose is Important
- Need to Remove Obstacles to the Shared Purpose
- Give People Information, and do it Again and Again
- Rules of Thumb
- Managing the Horizons
- Relationship between Leadership, Management, Purpose, Strategies, Plans and Budgets
- Some Techniques to Facilitate Ingredient 4
- Potential Challenges at Ingredient 4
- Ingredient 5 - Maximising Connectedness
- Introduction - Ingredient 5 - Maximising Connectedness
- Relationships
- Power
- Importance of Commitment
- Information and Knowledge
- Trust
- How to Build Transactional trust
- Ways to Improve Trust
- More on Connectedness
- How Staff can Hinder Management
- Performance
- More on Performance
- Performance Management
- Performance Appraisal
- Rewards and Performance
- Organisational Structure
- Teams
- ii) Are Teams the Right Strategy?
- iii) Why Teams?
- iv) Development of Teams: 2 Concepts
- v) The Differences Between Groups and Teams
- vi) Manager's Role in Team's Effectiveness
- vii) Teams - Useful Technique in the Transition Process
- viii) Eleven Characteristics Common to Successful Teams
- ix) More on Problem-solving
- x) What to Observe in Teams
- xi) Four Stages in Developing a Team
- xii) Team Development Game Plan
- xiii) Adapting to a Cross-functional Team Structure invokes the Fear Cycle
- xiv) Establishing a Team
- xv) Some Criteria for Team Members and Teams
- xvi) Six Effective Leadership Behaviours for Facilitating Successful Teams
- xvii) Some Characteristics of High-performing Teams (P.E.R.F.O.R.M.)
- xviii) Successful Teams Operate in this Context
- xix) Successful Team Tactics
- xx) Why Some Teams Succeed and Most Don't
- xxi) Team Danger Signals
- xxii) Some Myths about Teams (5)
- xxiii) Essential Conditions For Team-based Top Management
- xxiv) Why Top Management Teams Often Fail
- xxv) Team Members' Resistance
- xxvi) Why do Teams Fail?
- xxvii) Other barriers to teams succeeding are
- xxviii) Making a Team Innovative
- xxix) Why Team Members Won't Speak Out, and Ways to Handle this Situation
- xxx) Managing a Team vs. Managing the Individuals on a Team
- xxxi) How to Compensate Teams
- xxxii) How to Help Teams Make Decisions
- xxxiii) Sporting Teams
- xxxiv) Sporting Approach to Teams
- xxxv) Teams from Outside
- xxxvi) Multi-cultural Teams
- xxxvii) Virtuoso Teams
- xxxviii) Virtual Teams
- xxxx) Team Charter Model
- xxxxi) Changes to Create Empowerment
- i) The 3 Levels of Delegation
- ii) Levels of Decision-Making
- iii) Five Levels of Decision-making
- iv) Forms of Decision-making
- v) Elements of Decision-making
- 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
- Ingredient 6 - Strategic staircase (Creating Short-term Wins)
- Strategic staircase
- Introduction - Ingredient 6 - Strategic staircase (Creating Short-term Wins)
- Characteristics of Short-term Wins
- Benefits of Short-term Wins
- Some Tips for Generating Short-term Wins
- Some Thoughts on How to Reward Efficiently
- Influence of Short-Term Wins on Business Change
- The Relationship between Leadership, Management, Short-Term Results and Successful Change
- Potential Challenges at Ingredient 6
- Ingredient 7 - Consolidating Performance Improvement
- Introduction - Ingredient 7 - Consolidating Performance Improvement
- Ways to Embed Change
- Implanting Change Takes Time
- Develop Disciplinary Modes of Thinking
- Succession Planning
- How to handle a new senior manager (CEO) from outside the organisation?
- Four Types of Managers
- Why Executives Fail
- Role of Boards
- What Ingredient 7 Looks Like in an Effective and Major Change Effort, ie Consolidating the Change
- Evolution of an Organisation can Affect the Prevailing Culture
- Some Techniques to Facilitate Ingredient 7
- Potential Challenges at Ingredient 7
- General Comments & Summary
- i) Most Important Change Initiatives
- ii) Some Tips for Handling Change
- Some Basics to Remember about Organisational Transition
- Seven Essential Ingredients for Selecting a Framework in the Human Journey of Change 3
- Introduction - Technique Selection - Ingredient 1
- 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 1.34 Attitudinal Survey
- Technique 1.35 Exposing Left-hand Columns
- Technique 1.36 Information Chain
- Technique 1.37 Process Enneagram
- Technique 1.38 Communications
- Technique 1.40 Negotiations
- Technique 1.39 Non-Verbal Signals (including tone)
- 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
- Change Implementation Techniques for Creating a Sense of Urgency
- Seven Essential Ingredients for Selecting a Framework in the Human Journey of Change 4
- Introduction - Technique Selection - Ingredient 2
- Some Techniques to Facilitate Ingredient 2 (Creating a Sense of Urgency)
- Technique 2.1 Linkages in the Public Sector
- Technique 2.2 Porter's Competitive Analysis - Modified
- Technique 2.3 Simplified Competitive Analysis
- Technique 2.4 How Does Your Organisation Best Compete
- Technique 2.5 Some Important Questions
- Technique 2.6 More Important Questions
- Technique 2.7 Some Essential Questions
- Technique 2.8 Evaluate Your Core Businesses/ Activities
- Technique 2.9 NAB's Questions
- Technique 2.10 Some Salient Questions
- Technique 2.11 Questions on External (Adaptation and Survival) and Internal Integration
- Technique 2.12 Test Your Organisations Strategy(ies)
- Technique 2.13 Stress-Test Your Strategy
- Technique 2.14 Diagnosing Your Business
- Technique 2.15 Internally Driven, Externally Aware
- Technique 2.16 SWOT(T)
- Technique 2.17 Some Strategy Questions
- Technique 2.18 Australian Business Excellence Framework
- Technique 2.19 Testing the Quality of Your Strategy
- Technique 2.20 Possible Strategies for Being More Valuable to Clients
- Technique 2.21 Some Friendly Skeptic Questions to Appraise a Strategic Plan
- Technique 2.22 Fundamental Traits of Organisational Effectiveness
- Technique 2.23 Ten Questions Every Business Owner Must Answer
- Technique 2.24 Checking the Diminishing Returns
- Technique 2.25 Understanding Discontinuities and Change Differentials
- Technique 2.26 Porter's Value Chain
- Technique 2.27 Understanding Your Value Chain
- Technique 2.28 Checking for Strategic Decay
- Technique 2.29 Some Questions for Analysing an Organisation
- Technique 2.30 An Organisational Transition Audit
- Technique 2.31 General Questions
- Technique 2.32 Reviewing Strategic Dimensions
- Technique 2.33 Looking at Your Services & Products
- Technique 2.34 Looking at Processes
- Technique 2.35 Job Design
- Technique 2.36 Life-cycle Approach
- Technique 2.37 Matching Turbulence - Aggressiveness - Responsiveness
- Technique 2.38 Corporate Culture and Value Audit
- Technique 2.39 Responsiveness to Environment
- Technique 2.40 Six Cell Balancing Techniques
- Technique 2.41 Some Questions
- Technique 2.42 Identifying Driving Forces
- Technique 2.43 Questions that Executives Need to Answer
- Technique 2.44 Balanced Scorecard
- Technique 2.45 Strategy Mapping
- Technique 2.46 Simplified Stakeholder Analysis
- Technique 2.47 Porter's Cluster Model
- Technique 2.48 Process Mapping
- Technique 2.49 Some Project Management Techniques
- Technique 2.50 Six Sigma
- Technique 2.51 Scenario Planning
- 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?
- Seven Essential Ingredients for Selecting a Framework in the Human Journey of Change 5
- Introduction - Technique Selection - Ingredient 3
- Section 1 - Some Techniques to Facilitate Ingredient 3 (Forming a Transitional Team)
- Technique 3.1 Questions for Planning the Transition Focus
- Technique 3.2 Assessing Change Management Skills
- Technique 3.3 Questionnaire to Determine the Readiness of Staff for Team Development Linked with Change
- Technique 3.4 Are Teams the Right Approach?
- Technique 3.5 Are Teams the Right Strategy?
- Technique 3.6 The Differences Between Groups and Teams
- Technique 3.7 Some Questions Around Developing a Team
- Technique 3.8 Selecting a Team
- Technique 3.9 Four Stages in Team Development
- Technique 3.10 High-performing Team Rating Form
- Technique 3.11 Empowerment Assessment
- Technique 3.12 Team Performance Checklist
- Technique 3.13 Your Style as a Manager
- Section 2 - Some Techniques to Facilitate Ingredient 4 (Creating Alignment)
- Technique 4.1 Questions Around Organisational Relationships
- Technique 4.2 Values Statement
- Technique 4.3 Values Cards
- Technique 4.4 Questions to Help Develop Shared Vision and Mission Statements
- Technique 4.5 More Questions to Develop Vision and Mission Statements
- Technique 4.6 Some Questions for Investigating Motivation
- Technique 4.7 Managing Upwards
- Section 3 - Some Techniques to Facilitate Ingredient 5 (Maximising Connectedness)
- Technique 5.1 Network Mapping
- Technique 5.2 Accountability Matrix
- Technique 5.3 Responsibility Grid
- Technique 5.4 Eight Issues that Focus Organisational Culture
- Technique 5.5 Some Questions on Relationships
- Technique 5.6 Understanding Types of Decision-making
- Technique 5.7 Rate Your Decision-making Effectiveness
- Technique 3.14 Team Meeting Guidelines
- Technique 5.8 Readiness for Performance Appraisal
- Technique 5.9 New Assumptions
- Technique 5.10 Level of Engagement (1)
- Technique 5.11 Level of Engagement (2)
- Section 4 - Some Techniques for Facilitating Ingredient 5 (including Creativity, Imagination, Novelty, Fantasy, Play, Innovation, Brainstorming Simplicity and Entrepreneurship (as Part of Knowledge Management)
- Technique 6.1 Creativity and Innovation Checklist
- Technique 6.2 Eight Characteristics of Highly Innovative Organisations
- Ways of Thinking Outside the Box
- Mindsets
- Some Conditions to Establishing Creative Organisations
- Some Definitions
- Technique 6.3 Eleven Misconceptions about Creativity
- Creativity and the Brain Process
- Whole-Brain Creativity Technique
- Self-Organising Systems
- Technique 6.4 Dimensions to an Innovative Climate
- Technique 6.5 Building Perpetually Innovative Organisations
- Technique 6.6 Some Questions on Readiness for Innovation
- Innovation as a Core Competency
- Technique 6.7 Your Record of Innovation
- Crossword Technique
- Thinking (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
- Technique 6.10 Idea Killers - Judgmental Comments
- Technique 6.11 Basic Guidelines of Brainstorming
- Traditional Thinking Techniques (2)
- Technique 6.12 Cause-Effect (Fishbone Diagram)
- Technique 6.13 Imagineering
- Creative Thinking Techniques (7)
- Technique 6.14 CoRT
- Technique 6.15 Six Hats
- Some examples of the successful use of 6 hats:
- Technique 6.16 Fan Concept
- Technique 6.17 Po (6 types)
- Technique 6.18 Random Word - A Chance Method of Po
- Technique 6.19 Use of Analogy
- Technique 6.20 Questioning Attitude
- Technique 6.21 Odd Person in
- Systematic Inventive Thinking
- Technique 6.22 Subtraction
- Technique 6.23 Multiplication
- Technique 6.24 Division
- Technique 6.25 Task Unification
- Technique 6.26 Attribute Dependency
- Technique 6.27 Determining Potential Function
- Section 5 - Some Techniques to Facilitate Ingredient 7 (Consolidating Performance Improvement)
- Technique 7.1 Building Emotional Capital
- Technique 7.2 Criteria for Selecting the Best Talent
- Technique 7.3 Becoming an Inside-Outside Leader
- Technique 7.4 Principles of Mentoring
- Technique 7.5 Checklist of Positive Behaviours for Nurturing an Atmosphere of General Mentoring
- Technique 7.6 Some Questions to Start Mentoring
- Technique 7.7 Some Comments on Developing a Succession Plan
- Technique 7.8 Test Your Organisation Against These Principles
- Technique 7.9 A Framework for Linking Culture and Organisational Transitions
- Technique 7.10 Seen From Below
- Technique 7.11 Management Style (Zooming Framework)
- Technique 7.12 Is Your Job a Good Fit?
- Technique 7.13 Blake-Mouton Leadership Questionnaire
- Section 6 - Customer Management
- Introduction - Section 6 - Customer Management
- Technique 8.2 Determinants of Customer Service
- Technique 8.3 Six Rs of Branding
- Technique 8.4 Five Ways to Fail in Being Customer-centric
- Technique 8.5 Levels of Customer Connection
- Technique 8.6 Classification of Customers
- What are Customers Looking for?
- Technique 8.7 Seven Drivers of Authenticity
- Technique 8.8 Customer Type
- Importance of Customer Retention
- Technique 8.9 Rationales of Loyalty Programs
- Technique 8.10 Steps in Growing Customer Loyalty
- Technique 8.11 Customer Feedback Checklist
- Section 7 - General Techniques
- Technique 9.1 Improve Your Facilitation Skills
- Technique 9.2 Mind Mapping or Radiant Thinking
- Technique 9.3 Action Plan
- Section 8 - Organisations That Have Attended and Benefited from this Masterclass/Workshop
- Section 9 - Answers to Pre-test
- Section 10 - Findings from Case Studies
- Case Study 2 - Answers to Case Study 2
- Section 11 - Bio-data of Bill Synnot
- Section 12 - References and Acknowledgements
- Technique 1.74 PESTLE
- Technique 5.12 Template for 5 Conversations
- 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
- xxxix) Holacracy
- Technique 2.77 PESTLE
- Technique 2.78 Macro-scanning
- Technique 2.79 Big Picture Assessment
- Technique 2.80 Location of New Identity
- Technique 8.1 Shift Perspective (organisation-centric to customer-centric)
- Technique 8.12 Empathy Map
- 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
- Introduction Themes (uncertainty)
- 1. Customer-focused
- 2. Concentrate More on Leadership and Less on Management/Administration
- 3. Entrepreneurial (Based on Innovation)
- 4. People-oriented
- 5. Tightly Focused on Decisive Opportunities
- 6. Resilient
- Technique 2.81 Decision-making in Large Organisations
- Technique 1.75 People Skills
- Technique 1.76 Self-Awareness
- Technique 1.77 Review (Reflection)
- Technique 1.78 Grit Determination
- Framework 72 Baldrige Management System Model
- A fund manager's view of management
- Behaviourism, ie behavioural design
- Framework 10 Beckhard Change Framework
- Technique 1.33 Your Behaviour as a Manager
- Author Preface
- Future minds
- Types of organisations
- Traditional Business Models Under Threat
- Trends and Challenges (Introduction)
- Six characteristics of Peak-Performance, Innovative, Agile, Resilient and Robust Organisations
- Create and Keep The Customer
- Add value to customers
- Customer relationship marketing
- Look outside as well as inside your industry
- Summary (customer focus)
- Background to Management
- Cognitive thinking, emotional intelligence and spiritual intelligence
- Leadership
- Complexity Adaptive Theory (Chaos Theory)
- Introduction - Entrepreneurial
- Innovation strategies
- Ten elements of community entrepreneurship
- Entrepreneurial education
- Intrapreneurism
- Internet - Overview
- I) Introduction - Internet
- Ii) Reasons For Reviewing Business Model
- Iii) Internet Of Things (Iot)
- Iv) Knowledge-Based Organisations
- V) Links Between Innovation, Entrepreneurship, Invention, Marketing, Sustainable Development, Knowledge Management, etc
- Introduction - People-oriented
- Working life
- Knowledge-Based Worker
- Networking
- Main roles of management
- Some Practical Advice on Management
- Professionalism
- Work-ready Skills
- Human Capital
- Introduction (trends)
- Technology
- Nano-technology
- Bio-mimicry
- Internet
- Social Media
- I) Start-Ups
- Ii) Retail Industry (includes Australia)
- Iii) Some More On Retailers
- Iv) Worldwide Statistics (late 2015)
- V) Facebook (Started In 2004)
- Vi) Google
- Vii) YouTube
- Viii) Linkedin (Started In May 2003)
- Ix) Twitter (Started In 2006)
- Web is going mobile
- Storytelling has boomed
- Some Examples Of The Use Of Social Media
- I) Adidas
- Ii) Fiji
- Iii) Social Advertising Business (Social Loot)
- Iv) Crisis management
- V) Citizen Journalism
- Vi) Telstra
- Vii) Optus
- Viii) Australian Banks (Nab and Cba)
- Ix) Financial Planning
- X) Transactional Payments
- Xi) Peer-to-peer financing, eg TransferWise
- Xii) Virtual Currency, Eg Bitcoins
- Xiii) Fundraising (crowd fundraising websites)
- Xiv) Payment Revolution
- Xv) Aristocrat
- Xvi) Hard Rock Cafe
- Xvii) Personal contacts
- Xviii) Seven TV Network (Australia)
- Xix) On-Line Behavioural Targeting
- Xx) Change Tracking
- Xxi) Art e-fairs, eg VIP Art Fair
- Xxii) Online Support Groups
- Xxiii) Bond
- Xxiv) Tweet and Share
- Xxv) Social TV
- Xxvi) Eastmon Group (Australia)
- Xxvii) Dominos (Australia)
- Xxviii) Wesfarmers
- Xxix) Woolworths (Australia's largest retailer)
- Xxx) Myers (one of Australia's main retailers)
- Xxxi) Movenbank
- Xxxii) Peer review
- Xxxiii) Photography
- Xxxiv) Real Estate
- Xxxv) Luxury goods' use of social media
- Xxxvi) Politics
- Xxxvii) China
- Xxxvii) India
- Drones
- Online University Model
- Financial (fintech)
- Some negative uses of social media
- Digitalisation (linked with big data)
- I) Introduction - Digitalisation
- Ii) Impact Of Digitalisation On Jobs
- Big Data
- I) Introduction - Big Data
- Some examples of changing business models ( restaurants, wealth management and a newspaper, ie AFR)
- Ii) Some Examples Of Digitalisation And Big Data
- Iii) Messiness
- Automation
- I) Introduction - Automation
- Ii) There Are Positives And Negatives To This
- Human Genome Project
- Sustainable Development (includes bio-mimicry)
- Introduction - Resilient
- Resilience Model for Individuals
- Well-being
- Globalisation
- Risk Is A Balance Between Emotion and Deduction
- Linked With Resilience Are 4 Challenges (cognitive, strategic, political and ideological)
- Impact Of Denial
- Mental Toughness
- Importance Of Variety
- Jack Welch, Ex-Ceo, General Electrics
- Some More Thoughts on Successful Firms and CEOs
- Introduction - Management Practices
- Four Primary Management Practices
- Four Secondary Management Practices
- Organisational Change (Overview)
- Definitions
- Introduction - 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 and 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
- Introduction - 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
- Examples of the Impact of Disruptive Technology
- Predictability Involves Understanding What Caused What And Why
- Most Product Development Efforts Fail Commercially
- Initial Conditions For Successful Growth
- Twenty Management Practices That Work Against Innovation And Growth
- I) Under Differentiated, Commoditised, One-Size-Fits-All Solutions
- Ii) Usage Of Biological Evolution To Explain Unpredictability And Randomness
- Iii) Best-By-Consensus
- Iv) Defining Markets By Attribute-Based Or Customer-Based Demographics Or Organisational Boundaries
- V) Powerful Investor Pressure To Increase Or Maintain Returns On Current Assets
- Vi) Traditional Approach Of Going With New Technology To Existing, Large And Known Markets
- Vii) Under-Estimating The Importance Of Customers At The Lower End Of The Market Point Of Entry For Disruptive Innovations
- Viii) The Alternative Is To Look At New Market Customers (Non-Customers)
- Ix) Innovator's Dilemma
- X) Not Understanding Product Architecture And Interfaces Including Interdependence And Modularity
- Xi) Need To Understand The 3 Conditions For Competing In A Modular World, Ie Non-Integrated Specialist
- Xii) Keeping Development Of Disruptive Innovations In An Established Organisation And Using The Current Supply Chain That Is Organised Traditional Product/Service Categories
- Xiii) Fear of focus
- Xiv) Management's Demand For Quantification Of Opportunities
- Xv) Advertising (Including Brands) Or Product Category By Market Segmentation
- Xvi) That Differentiation And/Or Low Costs Are Growth Strategies
- Xvii) Using Categories Of Core Competency To Decide Whether To In Source Or Outsource
- Xviii) Not Realising That.....(using PRV framework)
- Xix) Factors That Influence Incorrect Allocation Of Money
- Xx) How To Manage This Dilemma Of Investing For Growth
- A Disruptive Business Model Is A Valuable Corporate Asset
- Does The Innovation Have Potential To Be Disruptive
- Organisations Need To Have The Right Culture To Handle The New Technological Changes
- Shared/Collaborative/On-Demand Economy And Organisations
- I) Introduction - Shared Economy
- Ii) The Shared Economy And Internet Is Increasing The Number Of Freelancers
- Iii) Uber
- Iv) Frenemies
- Design Thinking
- Disruptive Technological Advances Are Making Fantasy Into Possibility
- Each Of These Disrupters Created A New Value Chain
- Some Disruptions Are Hybrids
- Fundamental Driver Of Japan'S Economic Miracle Is Of The 1960S To The 1990S Was Disruptive Organisations
- Most Successful Organisations Have Been Disrupted At Least Once
- Technology Companies Are Rising And Falling Faster
- People Want Computers To Be Mobile
- Some User Numbers In China (2014)
- On Average A Person Checks Their Smart Phone Around 150 Times Per Day
- Apple And Google Are The Middlemen
- App (An Example Of Mobile Centric Business Model)
- I) Introduction - App
- Ii) Developing The Basic Business Model Using An App As An Example
- 17 Ways To Maintain Disruptive Growth
- I) Create Ambidextrous Organisation
- Ii) Establish A Completely Independent Business Unit
- Iii) Understand The Difference Between Attribute-Based And Circumstance-Based Categorisation
- Iv) Right Process Is Used
- V) Three Important Executive Leverage Places
- Vi) A Discovery-Driven Method Of Managing The Emergent Strategy Process
- Vii) Understand Disruptive Innovation With Interaction Between Different People Around Different Topics
- Viii) Say No To A Strategy That Targets Existing Customers
- Ix) Target New Customers
- X) Focus On Finding Ways To Help Customers Get Things Done More Conveniently And Inexpensively
- Xi) Need To Segment The Market That Is Based On The Jobs That Customers Are Trying To Get Done
- Xii) If Non-Customers Are Available, You Need To Explore Whether A Disruption Is Feasible
- Xiii) If Your Disruptive Product Or Service Is Not Yet Good Enough
- Xiv) Need To Be Careful If Your New Venture Fits Your Organisational Or Common Sense
- Xv) Past And Current Successful Managers May Not Be Suitable For The New Business
- Xvi) Senior Executives Have Three Roles
- Xvii) Need To Develop A Process Called Disruptive Growth Engine
- Generally An Organisation's Founders Tackle Disruption Better Than Professional, Non-Founder Managers
- Summary - 3 Approaches To Creating New Growth Business
- Industry Examples Of The Application Of The S-Curve
- I) Automobile
- Ii) Computers
- Iii) Movies
- Iv) Music
- V) Books
- Vi) Gambling (Las Vegas)
- Vii) Financial Centre (Hong Kong)
- Viii) Surf Brands
- 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
- Understanding Your Value Chain
- Some Comments On Downsizing
- Introduction (statistics - International, Australia and NZ)
- Introduction - Section 2 - Why Organisational Transition Efforts May Fail
- 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
- Introduction - Section 4 - Rates of return on Investment (ROI)
- Human Factors
- Financial Performance
- Benefits (5)
- Evaluating The Hidden Costs Of A Poor Culture
- Stress Calculation
- Inadequate Processes/Systems
- Summary - Section 4 - Rates of return on Investment (ROI)
- Section 5 Business Plan
- Introduction - 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 and Timing)
- Summary - How the Brain Works
- Arousement
- Insights
- 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
- Priming
- Memories Overview
- I) Introduction - Memories
- Ii) Short-Term (Working Memory)
- Iii) Long-Term Memory
- Sleep
- Stress
- Senses (Sight, Smell, Feel, Hearing, Taste, Etc)
- Gender
- Exercise
- Energy
- Hormonal Influences and Social Rules
- Introduction - Nine Basic Instincts
- Loss Aversion Instinct
- Emotions Before Reason
- Brain Is Not Rational
- First Impression To Classify
- Gossip
- Confidence Before Realism
- Empathy and Body Language
- Contest and Display
- Community - Social Belonging
- Hierarchy and Status
- Using Emails To Illustrate The Impact Of Basic Instincts
- Introduction - Concepts of Thinking
- Food For Thought
- Intuition (Routine Focus Of The Brain)
- Ease and Coherence
- Associated Activation
- Illusions Of Truth/Cognitive Ease
- Surprise
- Law Of Least Effort
- Bias
- Eyes and Brain
- Heuristic and Self-Criticism
- Sampling
- Routine Focus Of Brain
- Anchoring Affect
- Availability, Emotion and Risk
- Characteristic Of Routine Focus Of The Brain
- Narrative Fallacy
- Events
- Accuracy of Predictions
- Forecasting
- Optimistic Bias
- Group Discussion
- Basic Of Economic Theory Is Incorrect
- Loss Aversion
- Negotiations
- Fairness
- Emotions
- Threats
- Terrorism and Lotteries
- Decision-Making
- Choice From Experience V Description
- Framing
- Summary - Concepts of Thinking
- Overweighting
- Outside View and Risky Choice
- Role Of Money
- Regret
- Responsibility & Other Matters
- Preference Reversal & Associated Matters
- Neuro-Economics
- Memories
- More On Intuition & Emotional State
- Time Management
- Wellness
- Time (Stories & Time)
- Goals
- Labelling
- Judgment Under Uncertainty
- I) Decision-Making
- Ii) Six Heurestics Re Probability Assessment Under Uncertainty/Risk
- Iii) Bias In Evaluation Of Conjunctive & Disjunctive Events
- 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
- i) Zone Of Comfort
- ii) Threat To Core Activity/Asset
- iii) Complacency
- iv) Too Many Managers
- v) Culture As Defence Mechanism
- vi) Need To Re-Define Your Business
- vii) Procrastination
- viii) Neuroscience (Insight, Threats, Etc)
- ix) S-Curve
- x) Aligning Information Systems, Etc
- xi) Threat & Violence
- xii) Sense Of Urgency (Comes From Nowhere)
- xv) Crisis Management
- Some Examples Are Changing the Face of Competition
- Increasing Competition And Uncertainty/Chaos Are Linked
- Sharing or Gig Economy Or Collaborative Economy/Consumption As A Threat To Traditional Successful Business Models
- Expanded Details On Shared Economy Examples
- I) Airbnb (Global Holiday And Short-Term Proporty Rental)
- Ii) Uber (Mobile Application For Car Service Booking)
- Iii) Others
- i) Leadership
- iii) Power V Influence
- iv) Leading Change
- v) Structural Power
- vi) Situational Leadership
- vii) Effective Change Leadership
- viii) Leaders V Managers
- ix) Kindness, Happiness & Height
- x) Wrong Attitudes
- xi) Movers & Shakers
- xii) Cultural Creators & Re-Enforcers
- xiii) Leaders Need Followers
- xiv) Guiding Coalition
- xv) First Born
- xvi) A & B Players
- xv) General (Teamwork)
- xvi) Anarchy Or Chaos
- xvii) Management And Immediate Supervisor
- xviii) Us And Them Attitude
- xix) Stories
- xx) Group Think & Conformity
- Motivation Across Generations
- Influencers
- Examples Of Effective Shared Purpose/Vision
- A Comment On Vision/Purpose Statements
- i) Focus/Purpose
- ii) Personal Purpose
- iii) Statements
- iv) Shared Values
- v) Perform But Not Share Values
- vii) Information Stick
- viii) One Project Per Time
- ix) Press Right Buttons
- x) Alignment
- xi) Too Much Communication
- xii) Managing Upwards
- xiii) Technology
- xiv) Emails
- xv) Short-Term Indicators
- xvi) Communication
- xvii) Handling People
- xviii) Continuous Process
- xix) Motivation
- xx) Anxiety
- xxi) Staff (Attraction V Engagement)
- xxii) Handling Status Quo
- xxiii) Inappropriate Management Approaches
- More on Performance (including destroying performance review)
- Introduction - Organisational Structure
- I) Work Separation
- Ii) Departmentation
- Iii) Chain Of Command
- Iv) Span Of Control
- V) Centralisation V Decentralisation
- Vi) Formalisation
- ii) Bureaucracy
- iii) Matrix Structure
- v) Virtual/Networked
- vi) Boundary-Less Organization
- i) Introduction - Teams
- Delegation and Decision-Making
- i) Hierarchy
- ii) Empowerment
- iii) Structure & Connectedness
- iv) Management & Staff
- v) Obstacles Are Present
- vi) Mental Models
- vii) Cultural Flexibility
- viii) Reflective Openness
- ix) Teams
- x) Group Think
- xi) Importance Of Power
- xii) Team's Interest First
- xiii) Attribution Theory
- xiv) Centralised Decision-Making
- xv) Self-Efficacy
- xvi) Confusing Arrogance & Self-Confidence
- xvii) Manage Heavy & Manage Light
- xviii) Staff & Customer Engagement
- xix) Effective Teams
- xx) Importance Of Trust
- xxi) Work Life Balance
- xxii) Brain As A Muscle
- xxiv) Empowerment
- xxv) Power (sharing)
- xxvi) Innovation
- xxviii) Performance Management
- xxix) Staff Turnover
- xxx) Design Organisational Structure
- xxxi) Performance Management (Negative Impacts)
- xxxii) Engagement & Productivity
- xxxiii) Informal Brainstorming, Innovation, Etc
- xxxiv) Best Connection Or Click With Others
- xxxv) Mistakes & Failures Are Learning Experiences
- xxxvi) Loyalty & Connectiveness
- Mentoring (Executive Coaching)
- i) Introduction - Mentoring
- ii) Long-Term Proposition
- iii) Mentoring As A Calling
- iv) Reverse Mentoring
- v) Focus Of Behaviours
- vi) Mentoring Should Be Widely Available
- vii) Feedback
- viii) End Of Mentoring Relationship
- ix) Be Wary Of Pseudo-Mentoring
- x) Sequence For Setting Up Positive Mentoring
- xi) How To Choose A Mentor
- xii) Summary
- i) Introduction - Succession Planning
- ii) Core Tasks For Succession Planning
- iii) Criteria For Selecting The Best Talent
- iv) Types Of Synthesis
- v) Need To Be Careful Of Stereotyping, Etc
- vi) Creative Mind
- vii) Respectful Mind
- viii) Ethical Mind
- ix) 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
- i) Changing The Organisational Culture As The First Step
- ii) Ten Cultural Commandments
- iii) Behaviour Of Senior Management
- iv) Board's Current Role
- v) Founder's Dilemma
- vi) Inadequate Succession Planning
- vii) Clever People
- viii) Importance Of Empathy, Jealousy, Envy, Etc
- ix) Why People Leave A Job & Apply For A New Job
- x) Challenging Minds
- xi) Competency & Skills Required At Different Management Levels
- xii) Importance Of Former Employees
- xiii) Five Minds
- xiv) Don't Blame Circumstances
- xv) Demographic Changes
- xvi) Linkage Between Good Corporate Behaviours & Final Results
- xv) Four Habits To Learn From Experience
- xvi) Few CEOs Have HR Background
- xvii) Fraud
- xviii) Change Challenges Culture
- xix) Impact Of Social Media Has Changed Power Balance
- iii) Interesting Quotes
- iv) Golden Rules Of Change Management
- v) Change Is Situational & Contextual
- vi) Change Challenges Status Quo
- vii) Impact Of Outsiders
- viii) What Matters To Customers
- ix) Observations From Sporting World
- x) Waleed Aly's Thoughts On Success
- xi) Burn-Out & Stress
- x) Getting Balance Right In Your Life
- xi) Make The Change Process Fun
- xii) Concentrate On The Strengths Of The Organisation
- xiii) Other Constructive Actions
- xiv) How To Be Successful
- Imagination, Fantasy & Innovation
- i) Arise
- ii) Escape
- iii) Reversal
- iv) Exaggeration
- v) Distortion
- vii) Wishful Thinking
- 3Ms philosophy
- i) Power Of Organisational Culture
- ii) Five Main Functions
- iii) Be Careful Using Surveys & Questionniares
- iv) Certain Level Of Predictability
- v) Different Stakeholders Have Different Mindsets
- vi) Not Creating An Environment Where It Is Safe To Challenge
- vii) Change Is Like Planting A Seed
- viii) Too Much Focus On Analytical Approach
- ix) More Thoughts On Our Thinking
- x) Old Ways Are Out
- xi) Concentrate On Your Strengths Rather Than Weaknesses
- xi) Not Enough Listening
- xii) Not Enough Reflection
- xiv) Gender Differences
- xv) Generation Differences
- xvi) Confirmation Bias
- xvii) Feelings & Emotions
- xviii) Under-Estimating Importance Of Symbols
- xix) Staff May Feel
- xx) Too Much Selling Of The Solution
- xxi) Too Much Concentration On The Present And Past
- xxii) Create A Safe Environment
- xxiii) Lack Of Trust
- xxiv) Technologies Impact
- xxv) 3 Logic Traps
- xxvi) Learners
- xxvii) Office Politics
- xxviii) Story-Telling
- xxix) Bias
- xxx) Presenteeism
- xxxi) Avoid Conflict
- xxxii) Lying
- xxxiii) Paradigm
- xxxiv) Types Of Intelligence
- xxxv) Technical V Interpersonal Skills
- xxxvi) Workplace Conflict Ladder
- xxxvii) Bad Behaviours
- xxxviii) Impact Of Poor Culture
- xxxix) Encourage Diversity
- xxxx) Faking
- xxxxi) Small Talk
- xxxxii) False Respect
- xxxxiii) Depression
- xxxxiv) Human Biorhythms
- xxxxv) Humour
- xxxxvi) Office Politics
- xxxxvii) Gossiping
- xxxxviii) Manipulation
- xxxxix) Shift-The-Burden
- xxxxx) Informal Meetings
- xxxxxi) Collaboration
- xxxxxii) Informal Learning
- xxxxxiii) Relationships
- xxxxxiv) Resistance
- xxxxxv) Nine Natural Instincts
- xxxxxvi) Neuroscience
- xxxxxvii) Mindlessness
- xxxxxviii) Optimism V Pessimism
- xxxxxix) Stress
- xxxxxx) Empathy & Sympathy
- xxxxxxi) Fear
- xxxxxxii) Lighting
- xxxxxxiii) Complicated To Complex
- xxxxxxiv) Skills (Soft & Hard)
- xxxxxxv) Ten Most Valued Job Skills
- xxxxxxvi) Traits Of Successful People
- xxxxxxvii) Stereotyping
- xxxxxxviii) Social Media
- xxxxxxix) Inverted U
- xxxxxxx) Mindset (Fixed V Growth)
- xxxxxxxii) Imposter Syndrome
- xxxxxxxii) Work
- xxxxxxxiii) Understanding The Past
- xxxxxxxiv) Multi-Tasking/Task Switching
- xxxxxxxv) Silos
- Framework 73 Choosing Strategy
- Framework 74 Iceberg Change Model
- Framework 75 Communications Strategy as a Change Process
- Checklist for Organisational Change
- Some Issues Facing Successful Disruptive Organisations (FAANG)
- Pacific v Western cultures
- High Performance Companies (6 components)
- ii) More on Power
- Framework 76 Determining the readiness for change
- Framework 77 Digital Transformation (IT)
- Framework 78 Digital Transformation (including social media)
- Handling Customers Problems
- Challenges that Get in the Way of Achieving Sales Targets
- Divesting or Losing Customers
- Some Comments on Market Research
- Some Comments on Digital/E marketing
- Fourteen Trends
- Use of Networking in Customer Management
- Some Statistics (mostly USA-sourced)
- Some Comments on Selling Techniques
- Some More Comments on Selling Techniques
- Some Recommendations (including sources for customer management)
- xxii) Collective stupidity (intelligent people agree to stupid decisions, ie their thinking is shackled)
- vi) Mindfulness
- xiii) Negative attitude to business
- xiv) Business has an image problem
- Globalisation and Digitalisation
- xiii) Diversity for Innovation and Growth
- Amazon (cloud computing and an example of disruptive technology)
- Skills for Digital Economy
- Establishing a start-up requires an entrepreneurial mindset
- viii) Safety
- Executive role
- Merging, acquiring, partnering, diversification, alliances, etc
- Some impacts of social media
- Five ways to bring your staff on site re social media
- Social media has caused monumental changes
- Indicators of volatile times (decade from 2008)
- Impact of volatile times on change
- What to consider in hard times
- 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
- ix) Motherhood Stereotypes
- x) Women In Organisations/Business
- xi) Australian Situation
- xii) People Need To Take Control Of Their Careers
- xiv) Sources
- i) introduction to Evolutionary Psychology
- ii) the management implications of evolutionary psychology
- a) thinking and feeling
- b) loss of version except when threatened
- Ten characteristics of knowledge-based organisations
- Three components of growth
- To correct under-performing organisations
- Concept of flow
- Megatrends
- i) More from Less
- ii) Going, Going.......Gone?
- iii) Silk Highway
- iv) Forever Young
- v) Virtually Here
- vi) Great Expectations
- vii) An Imperative to Innovate
- Resources ( knowledge, time, etc)
- Some references for 6 characteristics of peak-performance, innovative, agile, resilient and robust organisations
- Some references to life-cycle approach
- Disrupted Technologies Frameworks
- Some References
- c) confidence before realism
- d) classification before calculus
- e) gossip and rumours
- f) social living
- iii) summary of evolutionary psychology on managerial impact
- i) Introduction - Responses to Change
- ii) Concepts of Neuroscience
- iii) Resistance to Change
- iv) Some Methods for Dealing with Resistance to Change
- Fairness - Social Brain
- One set of criteria
- Another set of criteria
- The third set of criteria
- A full set of criteria
- Ten typologies of directors
- Types of difficult directors
- Effectiveness of Boards
- Importance of independent, non-executive directors
- Payment system
- How to get selected on a board
- John Buchanan
- Bobbi Brown
- 500 successful people
- Don't give up too early
- Iceberg illusion
- Thinking like a Beginner/Outsider/Child
- Socratic Reflection/Humility
- More thoughts on creativity
- A Model: Customer Triangle
- Relationship Marketing as Part of Customer Management
- Characteristics of the Commercial World
- Selecting the "Real" Trends
- Some Themes of Customer Management
- Signalling Theory
- Branding (as part of customer management)
- Price Impact on Customer Retention
- Some Ways to Increase Profitability
- Getting Close to Customer
- Feedback - Social Brain
- EQ
- Hygiene & Motivators
- Types of Motivation
- Happiness
- Colouring
- Behavioural Model for Creating Incompetence
- Six key elements
- Six basic types of organisational structure
- Six key questions for designing organisational structure
- Organisational structures (6)
- i) Simple
- iv) Teams
- xxiii) Emotion and intuition
- xxvii) Bouncing back from failure
- xxxvii) Regression to the Mean
- Signs of a person experiencing burn-out
- Ways to prevent burnout
- Some more comments on balance
- Looking after yourself
- 4 essential, complementary dimensions
- Paradigms shifts usually come from outside the discipline understudy
- Some Reasons People Are Cautious About Creativity
- Types of People Needed to Increase Creativity
- Introduction - Technique Selection - Ingredient 7
- Value Exchange
- Introduction - Technique Selection - Ingredient 4
- Introduction - Technique Selection - Ingredient 5
- xxv) SEEK
- xxvi) Warren Buffett's Company (Berkshire Hathaway)
- Importance of Impact in Performance
- Some factors that indicate a product or organisation is peaking
- Improve Productivity
- Some Extra Examples of Pos
- 11. Brain Teaser (1)
- 12. Brain Teaser (2)
- More on Resilence
- More on the Brain
- Technique 1.79 Self-assessment
- Technique 1.80 Reflection
- Some other interesting trends include
- Changing Attitudes to Some Uses of Social Media
- ix) Diamonds (over the years it has continually re-invent itself)
- Importance of air ( oxygen), water & food (glucose) for the brain
- Three Elements of the Brain
- Misconceptions About Our Brain
- More on AI
- Some Catastrophic Failures with AI
- Some Concerns Around AI
- Examples (48) Seeing with New Eyes
- Seeing the Same Thing Differently
- Knowledge Management
- Creativity
- Conformity is enemy of creativity
- The 3 Components of Creativity
- Creative Chaos
- Market Concentration
- Framework 79 - Problem-Solving (McKinsey Approach)
- Five Steps Required to Demonstrate Your Readiness for Senior Leadership
- Team Identity Model
- The 4 As of Decision-making
- How the above areas of interest impact on judgement and decision making
- Indicators of peaking on S-curve
- Ten major trends in agriculture
- Competitive advantage
- Resistance to Cognitive Biases Test
- xxiii) Need to understand that challenges have occurred to some modern psychological theories that are based around the questions , ie
- xxiv) Need to Understand the Power of Humour
- xxvii) Disney
- 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
- Section 12 - References and Acknowledgements - Y
- Section 12 - References and Acknowledgements - Z
- Section 12 - References and Acknowledgements - A
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Bill Synnot is one of Australia's leading specialists in organisational change management, executive coaching, facilitation, team development, creative thinking and organisational reviews.
He has 30+ years experience in management and consulting, both in Australia and internationally, in the public, private, co-operative, professional, educational and not-for-profit sectors.
In addition to acting as a consultant/trainer, Bill's experience comes from his senior management positions as a change catalyst. His approach is very practical and is based on hands-on experience.
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