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- Organisational Change Management - TOC
- Organisational Change Management
- VOLUME 1 OF 5: Background to Change, Frameworks and Case Studies
- Author Preface
- Overview
- Seven Essential Ingredients for Selecting a Framework in the Human Journey of Change
- 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
- Pre-test
- Peak-Performance, Innovative, Agile, Resilient and Robust Organisations
- Introduction Themes (uncertainty)
- Future minds
- Types of organisations
- High Performance Companies
- Traditional Business Models Under Threat
- Trends and Challenges (Mega-Trends)
- Six characteristics of Peak-Performance, Innovative, Agile, Resilient and Robust Organisations
- 1. Customer-focused
- Create and Keep The Customer
- Add value to customers
- Customer relationship marketing
- Look outside as well as inside your industry
- Summary (customer focus)
- 2. Concentrate More on Leadership and Less on Management/Administration
- Background to Management
- Cognitive thinking, emotional intelligence and spiritual intelligence
- Leadership
- Complexity Adaptive Theory
- 3. Entrepreneurial (Based on Innovation)
- Introduction
- Innovation strategies
- Establishing a start-up requires an entrepreneurial mindset
- Ten elements of community entrepreneurship
- Entrepreneurial education
- Intrapreneurism
- Internet (Introduction)
- I) Introduction
- Ii) Reasons For Reviewing Business Model
- Iii) Internet Of Things (Iot)
- Iv) Knowledge-Based Organisations
- V) Links Between Innovation, Entrepreneurship, Invention, Marketing, Sustainable Development, Etc
- 4. People-oriented
- Introduction
- Working life
- Knowledge-Based Worker
- Networking
- Main roles of management
- Some Practical Advice on Management
- Professionalism
- Work-ready Skills
- Human Capital
- 5. Tightly Focused on Decisive Opportunities
- Introduction (trends)
- Technology
- Nano-technology
- Bio-mimicry
- Internet (Social Media)
- Social Media
- I) Start-Ups
- Ii) Retail Industry (Department Stores Australia)
- Iii) Some More On Retailers
- Iv) Worldwide Statistics (late 2015)
- V) Facebook (Started In 2004)
- Vi) Google
- Vii) YouTube
- Viii) Linkedin (Started In May 2003)
- Ix) Twitter (Started In 2006)
- X) Skype
- Web is going mobile
- Storytelling has boomed
- Some Examples Of The Use Of Social Media
- I) Adidas
- Ii) Fiji
- Iii) Social Advertising Business (Social Loot)
- Iv) Crisis management
- V) Citizen Journalism
- Vi) Telstra
- Vii) Optus
- Viii) Australian Banks (Nab & Cba)
- Ix) Financial Planning
- X) Transactional Payments
- Xi) Peer-to-peer financing, eg TransferWise
- Xii) Virtual Currency, Eg Bitcoins
- Xiii) Fundraising (crowd fundraising websites)
- Xiv) Payment Revolution
- Xv) Aristocrat
- Xvi) Hard Rock Cafe
- Xvii) Personal contacts
- Xviii) Seven TV Network (Australia)
- Xix) On-Line Behavioural Targeting
- Xx) Change Tracking
- Xxi) Art e-fairs, eg VIP Art Fair
- Xxii) Online Support Groups
- Xxiii) Bond
- Xxiv) 'Tweet & Share'
- Xxv) Social TV
- Xxvi) Eastmon Group (Australia)
- Xxvii) Dominos (Australia)
- Xxviii) Wesfarmers
- Xxix) Woolworths (Australia's largest retailer)
- Xxx) Myers (one of Australia's main retailers)
- Xxxi) Movenbank
- Xxxii) Peer review
- Xxxiii) Photography
- Xxxiv) Real Estate
- Xxxv) Luxury goods' use of social media
- Xxxvi) Politics
- Xxxvii) China
- Xxxvii) India
- Drones
- Online University Model
- Financial
- Some negative uses of social media
- Digitalisation (linked with big data)
- I) Introduction
- Ii) Impact Of Digitalisation On Jobs
- Skills for Digital Economy
- Big Data
- I) Introduction
- Ii) Some Examples Of Digitalisation And Big Data
- Iii) Messiness
- Automation
- I) Introduction
- Ii) There Are Positives And Negatives To This
- Human Genome Project
- Sustainable Development
- 6. Resilient
- Introduction
- Resilience Model for Individuals
- Well-being
- Globalisation
- Risk Is A Balance Between Emotion & Deduction
- Linked With Resilience Are 4 Challenges
- Impact Of Denial
- Mental Toughness
- Importance Of Variety
- Some Powerful Insights from Successful CEOs
- 3Ms philosophy
- Jack Welch, Ex-Ceo, General Electrics
- Six Key Criteria for an Enduring and Successful Organisation
- Some More Thoughts on Successful Firms and CEOs
- Criteria for Evaluating the Top 500 Commercial Organisations
- Characteristics of the Most Admired Organisations
- Management Practices that Bring Superior Results
- Introduction
- Four Primary Management Practices
- Four Secondary Management Practices
- Organisational Change (Overview)
- Definitions
- Change is
- Levels of Change
- Categories of organisational change can be shown as
- Telescoping of Change
- Unstable, Impermanent and Unexpected
- Changing Face of Competition
- Some Examples Are
- Increasing Competition And Uncertainty/Chaos Are Linked
- Sharing Economy Or Collaborative Economy/Consumption As A Threat To Traditional Successful Business Models
- Expanded Details On Shared Economy Examples
- I) Airbnb (Global Holiday And Short-Term Proporty Rental)
- Ii) Uber (Mobile Application For Car Service Booking)
- Iii) Others
- Local Situation on Change
- Why Change Organisations?
- Life-cycle Approach
- Introduction
- Some Organisations Become A Victim Of Their Own Success And Size
- Amazon (cloud computing and an example of disruptive technology)
- Innovation Can Be Risky
- Linked With Obsolence Is Creative Destruction
- Examples Of Organisations That Fell And Then Regained Their Position
- An Example Of How 2 Organisations Facing Almost Identical Circumstances (Ames & Walmart)
- Use Some Performance Criteria
- An Organisation Needs To Periodically Shake Itself Up
- The next Industrial Revolution or the Second Machine Age
- Globalisation and Digitalisation
- Interaction Between Jobs And Technology
- S-Curve On Products
- S-Curve On Property Cycle
- Even Iconic Fashions Have To Re-Invent Themselves Like Trenchcoats
- S-Curve On Shares
- Some Variations Of The S-Curve
- Leveraging The Wave
- Timing The Wave
- Remember: all industries/organisations are facing change in one form or another
- Another Way Of Looking At The S-Curve Is Via Focus-Expand-Redefine Cycle
- Innovation As A Basis For Invention
- I) Inventions
- Introduction
- A Savy Entrepreneur Needs Nothing More Than The Internet And Some Good Ideas
- Disruptive Innovations Are Most Likely To Succeed
- Some Earlier Technological Changes Have Been Very Disruptive
- New Technology Will Create Jobs
- Many Of The Emerging Business Models Do Not Fit Into The Existing Regulations
- Other Examples Of Disruptive Technology Impacts Include Kodak And Swiss Watch Industry
- Predictability Involves Understanding What Caused What And Why
- Most Product Development Efforts Fail Commercially
- Initial Conditions For Successful Growth
- Twenty Management Practices That Work Against Innovation And Growth
- I) Under Differentiated, Commoditised, One-Size-Fits-All Solutions
- Ii) Usage Of Biological Evolution To Explain Unpredictability And Randomness
- Iii) Best-By-Consensus
- Iv) Defining Markets By Attribute-Based Or Customer-Based Demographics Or Organisational Boundaries
- V) Powerful Investor Pressure To Increase Or Maintain Returns On Current Assets
- Vi) Traditional Approach Of Going With New Technology To Existing, Large And Known Markets
- Vii) Under-Estimating The Importance Of Customers At The Lower End Of The Market Point Of Entry For Disruptive Innovations
- Viii) The Alternative Is To Look At New Market Customers (Non-Customers)
- Ix) Innovator's Dilemma
- X) Not Understanding Product Architecture And Interfaces Including Interdependence And Modularity
- Xi) Need To Understand The 3 Conditions For Competing In A Modular World, Ie Non-Integrated Specialist
- Xii) Keeping Development Of Disruptive Innovations In An Established Organisation And Using The Current Supply Chain That Is Organised Traditional Product/Service Categories
- Xiii) Fear of focus
- Xiv) Management's Demand For Quantification Of Opportunities
- Xv) Advertising (Including Brands) Or Product Category By Market Segmentation
- Xvi) That Differentiation And/Or Low Costs Are Growth Strategies
- Xvii) Using Categories Of Core Competency To Decide Whether To In Source Or Outsource
- Xviii) Not Realising That
- Xix) Factors That Influence Incorrect Allocation Of Money
- Xx) How To Manage This Dilemma Of Investing For Growth
- A Disruptive Business Model Is A Valuable Corporate Asset
- Does The Innovation Have Potential To Be Disruptive
- Organisations Need To Have The Right Culture To Handle The New Technological Changes
- Some Issues Facing Successful Disruptive Organisations (FAANG)
- Shared/Collaborative/On-Demand Economy And Organisations
- I) Introduction
- Ii) The Shared Economy And Internet Is Increasing The Number Of Freelancers
- Iii) Uber
- Iv) Frenemies
- Design Thinking
- Disruptive Technological Advances Are Making Fantasy Into Possibility
- Each Of These Disrupters Created A New Value Chain
- Some Disruptions Are Hybrids
- Fundamental Driver Of Japan'S Economic Miracle Is Of The 1960S To The 1990S Was Disruptive Organisations
- Most Successful Organisations Have Been Disrupted At Least Once
- Technology Companies Are Rising And Falling Faster
- People Want Computers To Be Mobile
- Some User Numbers In China (2014)
- On Average A Person Checks Their Smart Phone Around 150 Times Per Day
- Apple And Google Are The Middlemen
- App (An Example Of Mobile Centric Business Model)
- I) Introduction
- Ii) Developing The Basic Business Model Using An App As An Example
- 17 Ways To Maintain Disruptive Growth
- I) Create Ambidextrous Organisation
- Ii) Establish A Completely Independent Business Unit
- Iii) Understand The Difference Between Attribute-Based And Circumstance-Based Categorisation
- Iv) Right Process Is Used
- V) Three Important Executive Leverage Places
- Vi) A Discovery-Driven Method Of Managing The Emergent Strategy Process
- Vii) Understand Disruptive Innovation With Interaction Between Different People Around Different Topics
- Viii) Say No To A Strategy That Targets Existing Customers
- Ix) Target New Customers
- X) Focus On Finding Ways To Help Customers Get Things Done More Conveniently And Inexpensively
- Xi) Need To Segment The Market That Is Based On The Jobs That Customers Are Trying To Get Done
- Xii) If Non-Customers Are Available, You Need To Explore Whether A Disruption Is Feasible
- Xiii) If Your Disruptive Product Or Service Is Not Yet Good Enough
- Xiv) Need To Be Careful If Your New Venture Fits Your Organisational Or Common Sense
- Xv) Past And Current Successful Managers May Not Be Suitable For The New Business
- Xvi) Senior Executives Have Three Roles
- Xvii) Need To Develop A Process Called Disruptive Growth Engine
- Generally An Organisation's Founders Tackle Disruption Better Than Professional, Non-Founder Managers
- Summary - 3 Approaches To Creating New Growth Business
- Nine Industry Examples Of The Application Of The S-Curve
- I) Automobile
- Ii) Computers
- Iii) Movies
- Iv) Music
- V) Books
- Vi) Gambling (Las Vegas)
- Vii) Financial Centre (Hong Kong)
- Viii) Surf Brands
- Some Organisational Examples Of The S-Curve
- I) GE
- Ii) Apple
- Iii) Google
- Iv) Coca-Cola
- V) McDonald's
- Vi) Royal Dutch Shell
- Vii) Nokia
- Viii) Ibm
- Ix) Fed Ex
- X) Nike
- Xi) PepsiCo
- Xii) Tupperware
- Xiii) Blackberry
- Xiv) Channel 10 (Australia)
- Xv) Microsoft
- Xvi) Australian Post
- Xvii) News Corporation
- Xviii) Westfield Group
- Xix) Amazon
- Xx) Telstra
- Xxi) Facebook
- Xxii) White Cotton T-Shirt
- Xxiii) Levi
- Xxiv) Virgin
- Even Countries Follow A Version Of The S-Curve, Eg China
- Point of Diminishing Returns
- Understanding Your Value Chain
- Some Traditional Techniques Used to Handle Organisational Change
- Some Comments On Downsizing
- Preparing for and Handling Hard Times
- Local Situation on Change (Australia)
- Section 2 Why Organisational Transition Efforts May Fail
- Introduction
- Expectations Greater than Reality
- Common Management Errors
- Introduction
- 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
- xxii) Collective stupidity (intelligent people agree to stupid decisions, ie their thinking is shackled)
- 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.
- A Checklist for Handling a Messy Transition
- Section 4 - Rates of return on Investment (ROI)
- Introduction
- Human Factors
- Financial Performance
- Benefits (5)
- Evaluating The Hidden Costs Of A Poor Culture
- Stress Calculation
- Inadequate Processes/Systems
- Summary
- Section 6 Limitations of Most Frameworks
- Section 5 Business Plan
- 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
- Pacific v Western cultures
- Some Australian Myths
- Some Organisational Differences (USA & Europe)
- Section 7 Some Useful Frameworks for Organisational Transitions
- Frameworks for Organisational Transition
- Framework 1 Monash Mt Eliza Business School
- Framework 2 McKinsey 7-S Framework
- Framework 3 Reaction Stages in Change
- Framework 4 Change Matrix
- Framework 5 Force Field Analysis
- Framework 7 Expanded Change Journey
- Framework 6 The Learning Organisation
- Framework 8 Leadership/Management and Change
- Framework 9 Minority Influence Theory
- Framework 10 Beckhard Change Framework
- Framework 11 Manager's Framework for Change and Performance
- Framework 12 Four Rs: Reframe, Restructure, Revitalise and Renewal
- Framework 13 Change Audit Framework
- Framework 14 Dance of Change
- Framework 15 Missing Links in Managing Change
- Framework 17 3 Ps and 11 Ss Sequence
- Framework 16 Precision Model
- 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 27 A Five-Step Change Management Framework
- Framework 26 Performance Leadership
- Framework 28 The Dynamics of Change: a Framework for Understanding & Managing Others Through Change
- Framework 29 Yahoo's Way
- Framework 30 Spiritual Capital
- Framework 31 Transformation to a Dot-com
- Framework 32 Seven Capacities of the U Movement
- Framework 33 A Conceptual Model for Managed Cultural Change
- Framework 34 Assessing Cultural Dimensions
- Framework 35 Learning Culture
- Framework 36 Pyramid
- Framework 37 DICE
- Framework 38 Managing Organisational Change
- Framework 39 Change Through Persuasion
- Framework 40 Blueprint for Change
- Framework 41 Changing Minds
- Framework 42 Positive Deviants Within the Organisation
- Framework 43 Transforming Large Global Giants
- Framework 44 Innovation as a Basis for Change
- Framework 45 Eight Steps to Organisational Change
- Framework 47 Change Your Management Model
- Framework 46 Business Model Innovation
- 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 57 Democratic Approach
- Framework 56 Change Driven by Decision-making
- 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 66 STAR
- Framework 68 Shared Value (includes CSR)
- Framework 70 Business Models for the Digital Age
- Framework 71 Strategic Growth
- Framework 69 Talent Management
- 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)
- 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 Human Journey of Change
- Demonstrating the Linkages between the Ingredients
- General Comments on the 7 Ingredients
- Ingredient 1
- Laying a Foundation for New Ways
- Transition Management
- Comments on Handling Ingredient 1 - Introduction
- 1. Grief Cycle
- 2. Generational Differences (also see motivation in Ingredient 4)
- 3. Ethnic Differences
- 4. Gender Differences
- 5. Evolutionary Psychology
- 6. Different Categories of Intelligence
- 7. Machinery of the Mind (see Concepts of thinking)
- 8. Individual and Organisational Learning
- 9. The Learning Hierarchy
- 10. Zero, Single and Double Loop Learning
- 11. Social Network Analysis
- 12. Anxieties - Learning and Survival
- 13. Cognitive Fitness
- 14. Defensive Routines and Behaviours (Flathead Society)
- 15. The Power of One Person, or a Small Group, to Make a Difference?
- 16. Consciousness (self-awareness)
- 17. Lying
- 18. Bullying
- 19. More Bad Behaviour in the Work Place
- 20. Faking
- 21. Depression
- 22. Sleep (includes light)
- 23. Stress
- 24. Energy Levels
- 25. Humour
- 26. Combining the Tangibles and Intangibles
- 27. Some Tactics for Changing Minds
- 28. How to Change Entrenched Views
- 29. Responses to Change, ie Resistance
- 30. How the Brain Works
- Introduction
- Prefrontal Cortex And Other Parts Of The Brain
- Cognitive Ease/Law of Least Effort/Lazy Brain
- Attention (Emotions, Meaning, Multi-Tasking & Timing)
- Summary
- Arousement
- Insights
- Focus On Minimising Change
- Cognitive Change
- Artificial Intelligence (AI)
- Social Brain
- Changing Behaviours
- Decision-Making (Less Is Better Than More)
- Thin Slicing
- Priming
- Memories
- I) Introduction
- Ii) Short-Term (Working Memory)
- Iii) Long-Term Memory
- Sleep
- Stress
- Senses (Sight, Smell, Feel, Hearing, Taste, Etc)
- Gender
- Exercise
- Energy
- Hormonal Influences, Social Rules
- 31. Nine Basic Instincts
- Introduction
- Loss Aversion
- Emotions Before Reason
- Brain Is Not Rational
- First Impression To Classify
- Gossip
- Confidence Before Realism
- Empathy & Body Language
- Contest & Display
- Community - Social Belonging
- Hierarchy & Status
- Using Emails To Illustrate The Impact Of Basic Instincts
- 32. Concepts of Thinking, eg self-control, ego, discipline, flow, intelligence, rationality, intuition, aversion, etc
- Introduction
- Food For Thought
- Intuition (Routine Focus Of The Brain)
- Ease & Coherence
- Associated Activation
- Illusions Of Truth/Cognitive Ease
- Surprise
- Law Of Least Effort
- Bias
- Eyes & Brain
- Heuristic & Self-Criticism
- Sampling
- Routine Focus Of Brain
- Anchoring Affect
- Availability, Emotion & 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 & Lotteries
- Decision-Making
- Choice From Experience V Description
- Framing
- Summary
- Overweighting
- Outside View & 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
- Bias In Evaluation Of Conjunctive & Disjunctive Events
- Some Useful Techniques for Handling Ingredient 1
- Quiz for Testing Cognitive Bias (examples)
- 1. General
- 2. Traveller's Dilemma
- 3. Prisoner's Dilemma
- 4. Out Of The Box
- 5. Riddles
- 6. Four Quadrants
- 7. Some More Riddles
- 8. Insight
- 9. Impasse
- 10. What You Believe
- Indicators of Success at Ingredient 1
- Summary of Ingredient 1
- Potential Challenges at Ingredient 1
- Power Of Organisational Culture
- Five Main Functions
- Be Careful Using Surveys & Questionniares
- Certain Level Of Predictability
- Different Stakeholders Have Different Mindsets
- Not Creating An Environment Where It Is Safe To Challenge
- Change Is Like Planting A Seed
- Too Much Focus On Analytical Approach
- More Thoughts On Our Thinking
- Old Ways Are Out
- Concentrate On Your Strengths Rather Than Weaknesses
- Not Enough Listening
- Not Enough Reflection
- Diversity for innovation and growth
- Gender Differences
- Generation Differences
- Confirmation Bias
- Feelings & Emotions
- Staff May Feel
- Under-Estimating Importance Of Symbols
- Too Much Selling Of The Solution
- Too Much Concentration On The Present And Past
- Create A Safe Environment
- Lack Of Trust
- Technologies Impact
- 3 Logic Traps
- Learners
- Office Politics
- Story-Telling
- Bias
- Presenteeism
- Avoid Conflict
- Lying
- Paradigm
- Types Of Intelligence
- Technical V Interpersonal Skills
- Workplace Conflict Ladder
- Bad Behaviours
- Impact Of Poor Culture
- Encourage Diversity
- Faking
- Small Talk
- False Respect
- Depression
- Human Biorhythms
- Humour
- Office Politics
- Gossiping
- Manipulation
- Shift-The-Burden
- Informal Meetings
- Collaboration
- Informal Learning
- Relationships
- Resistance
- Nine Natural Instincts
- Neuroscience
- Mindlessness
- Optimism V Pessimism
- Stress
- Empathy & Sympathy
- Fear
- Lighting
- Complicated To Complex
- Skills (Soft & Hard)
- Ten Most Valued Job Skills
- Traits Of Successful People
- Stereotyping
- Social Media
- Inverted U
- Resistance
- Mindset (Fixed V Growth)
- Imposter Syndrome
- Work
- Understanding The Past
- Multi-Tasking/Task Switching
- Silos
- Ingredient 2
- Establishing a Sense of Urgency
- Signs of Complacency
- Some Ways (including Strategies) to Handle Complacency
- Some Techniques to Facilitate Ingredient 2
- Potential Challenges at Ingredient 2
- Zone Of Comfort
- Threat To Core Activity/Asset
- Complacency
- Too Many Managers
- Culture As Defence Mechanism
- Need To Re-Define Your Business
- Procrastination
- Neuroscience (Insight, Threats, Etc)
- S-Curve
- Aligning Information Systems, Etc
- Threat & Violence
- Sense Of Urgency (Comes From Nowhere)
- Negative attitude to business
- Business has a image problem
- Crisis Management
- 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
- Organisational Leadership
- Situational Leader Framework
- More Comments on Leadership
- Leadership is Dangerous!!!!!!
- Comments on Australian Leadership
- Some Attributes of Managers and Leaders
- Too Little Leadership Also Fuels Mistakes
- Five Degrees of Change
- Leadership Compared with Management
- Different Styles of Executive Leadership
- A fund manager's view of management
- Six Features of Effective Change Leadership
- What Senior Management Needs to Understand
- The Fundamental Tasks of Leadership During Change
- Energy Unleashing Leadership
- Leadership as Learning
- Ways to Address Lack of Leadership
- Six Myths about Strong Leaders
- Striking the Right Balance
- Common Characteristics of Real Change Leaders (RCLs)
- What do RCLs Believe in?
- RCLs Often have Different Backgrounds from Many Top Executives
- Ideas for Enacting Change When not in a Senior Position of Authority
- Differences between Good Managers and RCLs
- Both Management and Leadership are Needed to Run an Organisation of Any Size in an Era of Change
- Profiles of Four Different Guiding Coalitions
- High Leadership and High Management can be Created with Teamwork
- Infectious Commitment
- Rate of Adoption of Change by Types of People
- Finding Partners
- Getting the Uncommitted Onside
- Some Techniques to Facilitate Ingredient 3
- Potential Challenges at Ingredient 3
- Leadership
- More on Power
- Power V Influence
- Leading Change
- Structural Power
- Situational Leadership
- Effective Change Leadership
- Leaders V Managers
- Kindness, Happiness & Height
- Wrong Attitudes
- Team Members
- Cultural Creators & Re-Enforcers
- Leaders Need Followers
- Guiding Coalition
- First Born
- A & B Players
- General (Teamwork)
- Anarchy Or Choas
- Management And Immediate Supervisor
- Us And Them Attitude
- Stories
- Group Think & Conformity
- Ingredient 4
- Creating Alignment
- Self-knowledge
- Communications
- The 10 Laws of Human Communication
- Motivation and Associated Issues
- Motivation Across Generations
- Intrinsic v. Extrinsic Motivation
- Staff Motivation
- Behaviourism, ie behavioural design
- How to Persuade and Influence People
- Influencers
- More on the Art of Persuasion
- Managing Upwards
- Shared Purpose/Vision and Visioning
- Examples Of Effective Shared Purpose/Vision
- A Comment On Vision/Purpose Statements
- Questions to Help Develop a Shared Purpose
- Key Points in Developing a Purpose
- Principles of Developing a Purpose/Vision
- Some Comments on the Process of Developing a Purpose for Change
- Nine Reasons a Shared Purpose is Important
- Need to Remove Obstacles to the Shared Purpose
- Give People Information, and do it Again and Again
- Rules of Thumb
- Managing the Horizons
- Relationship between Leadership, Management, Purpose, Strategies, Plans and Budgets
- Some Techniques to Facilitate Ingredient 4
- Potential Challenges at Ingredient 4
- Focus/Purpose
- Personal Purpose
- Statements
- Shared Values
- Perform But Not Share Values
- Mindfulness
- Information Stick
- One Project Per Time
- Press Right Buttons
- Alignment
- Too Much Communication
- Managing Upwards
- Technology
- Emails
- Short-Term Indicators
- Communication
- Handling People
- Continuous Process
- Motivation
- Anxiety
- Staff (Attraction V Engagement)
- Handling Status Quo
- Inappropriate Management Approaches
- 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
- Destroying Performance Review
- Performance Appraisal
- Rewards and Performance
- Organisational Structure
- Introduction
- I) Work Separation
- Ii) Departmentation
- Iii) Chain Of Command
- Iv) Span Of Control
- V) Centralisation V Decentralisation
- Vi) Formalisation
- Bureaucracy
- Matrix Structure
- Virtual/Networked
- Boundary-Less Organization
- Teams
- Introduction
- Are Teams the Right Strategy?
- Why Teams?
- Development of Teams: 2 Concepts
- The Differences Between Groups and Teams
- Manager's Role in Team's Effectiveness
- Teams - Useful Technique in the Transition Process
- Eleven Characteristics Common to Successful Teams
- More on Problem-solving
- What to Observe in Teams
- Four Stages in Developing a Team
- Team Development Game Plan
- Adapting to a Cross-functional Team Structure invokes the Fear Cycle
- Establishing a Team
- Some Criteria for Team Members and Teams
- Six Effective Leadership Behaviours for Facilitating Successful Teams
- Some Characteristics of High-performing Teams (P.E.R.F.O.R.M.)
- Successful Teams Operate in this Context
- Successful Team Tactics
- Why Some Teams Succeed and Most Don't
- Team Danger Signals
- Some Myths about Teams
- Essential Conditions For Team-based Top Management
- Why Top Management Teams Often Fail
- Team Members' Resistance
- Why do Teams Fail?
- Other barriers to teams succeeding are:
- Making a Team Innovative
- Why Team Members Won't Speak Out, and Ways to Handle this Situation
- Managing a Team vs. Managing the Individuals on a Team
- How to Compensate Teams
- How to Help Teams Make Decisions
- Sporting Teams
- Sporting Approach to Teams
- Teams from Outside
- Multi-cultural Teams
- Virtuoso Teams
- Virtual Teams
- Holacracy
- Team Charter Model
- Changes to Create Empowerment
- Decision-Making
- The 3 Levels of Delegation
- Levels of Decision-Making
- Five Levels of Decision-making
- Forms of Decision-making
- Elements of Decision-making
- Processes Behind Key Business Decisions
- Neuroscience and Decision-making (see earlier for more detail on Neuroscience)
- Some Issues with Empowerment and Teams for Functional Managers and Team Members
- Does Management Practise what it Preaches ?
- Questions that will Need to be Answered to Overcome the Differing Views of Change
- Some Techniques to Facilitate Ingredient 5
- Potential Challenges at Ingredient 5
- Hierarchy
- Empowerment
- Structure & Connectedness
- Management & Staff
- Obstacles Are Present
- Mental Models
- Cultural Flexibility
- Reflective Openness
- Teams
- Group Think
- Importance Of Power
- Team's Interest First
- Attribution Theory
- Centralised Decision-Making
- Self-Efficacy
- Confusing Arrogance & Self-Confidence
- Manage Heavy & Manage Light
- Staff & Customer Engagement
- Effective Teams
- Importance Of Trust
- Work Life Balance
- Brain As A Muscle
- Empowerment
- Power
- Innovation
- Performance Management
- Staff Turnover
- Design Organisational Structure
- Performance Management (Negative Impacts)
- Engagement & Productivity
- Informal Brainstorming, Innovation, Etc
- Best Connection Or Click With Others
- Mistakes & Failures Are Learning Experiences
- Loyalty & Connectiveness
- Ingredient 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
- Ways to Embed Change
- Implanting Change Takes Time
- Develop Disciplinary Modes of Thinking
- Mentoring (Executive Coaching)
- Introduction
- Long-Term Proposition
- Mentoring As A Calling
- Reverse Mentoring
- Focus Of Behaviours
- Mentoring Should Be Widely Available
- Feedback
- End Of Mentoring Relationship
- Be Wary Of Pseudo-Mentoring
- Sequence For Setting Up Positive Mentoring
- How To Choose A Mentor
- Summary
- Succession Planning
- Introduction
- Core Tasks For Succession Planning
- Criteria For Selecting The Best Talent
- Types Of Synthesis
- Need To Be Careful Of Stereotyping, Etc
- Creative Mind
- Respectful Mind
- Ethical Mind
- Retention Of Talent
- Behavioural/Situational Interviewing
- Limitation Of Other Selection Techniques
- Selection Interview
- External V. Internal Candidates
- Some Important Criteria For Recruitment &/Or Promotion
- Overcoming Misconceptions Or Myths About Management Positions
- How to handle a new senior manager (CEO) from outside the organisation?
- Four Types of Managers
- Why Executives Fail
- Role of Boards
- What Ingredient 7 Looks Like in an Effective and Major Change Effort, ie Consolidating the Change
- Evolution of an Organisation can Affect the Prevailing Culture
- Some Techniques to Facilitate Ingredient 7
- Potential Challenges at Ingredient 7
- Changing The Organisational Culture As The First Step
- Ten Cultural Commandments
- Behaviour Of Senior Management
- Board's Current Role
- Founder's Dilemma
- Inadequate Succession Planning
- Clever People
- Importance Of Empathy, Jealousy, Envy, Etc
- Why People Leave A Job & Apply For A New Job
- Challenging Minds
- Competency & Skills Required At Different Management Levels
- Importance Of Former Employees
- Five Minds
- Don't Blame Circumstances
- Demographic Changes
- Linkage Between Good Corporate Behaviours & Final Results
- Four Habits To Learn From Experience
- Few Ceos Have HR Background
- Fraud
- Change Challenges Culture
- Impact Of Social Media Has Changed Power Balance
- General Comments & Summary
- Most Important Change Initiatives
- Some Tips for Handling Change
- Interesting Quotes
- Golden Rules Of Change Management
- Change Is Situational & Contextual
- Change Challenges Status Quo
- Impact Of Outsiders
- What Matters To Customers
- Observations From Sporting World
- Waleed Aly'S Thoughts On Success
- Burn-Out & Stress
- Getting Balance Right In Your Life
- Make The Change Process Fun
- Concentrate On The Strengths Of The Organisation
- Other Constructive Actions
- How To Be Successful
- Some Basics to Remember about Organisational Transition
- Seven Essential Ingredients for Selecting a Framework in the Human Journey of Change
- Introduction - Technique 1.x Selection
- Some Techniques to Facilitate Ingredient 1 (Laying a foundation for new ways)
- Technique 1.1 What Kind of Organisations do you Work for?
- Technique 1.2 Some Symptoms of a Dysfunctional Organisation
- Technique 1.3 Some Vital Signs to Check the Organisational Culture's Readiness for Change
- Technique 1.4 Assessing Your Transition Readiness
- Technique 1.5 Questions for Considering the Challenges of Change
- Technique 1.6 Helping to Understand the Change Initiative
- Technique 1.7 Supportive Listening
- Technique 1.8 Critical Reflection
- Technique 1.9 Handling Feedback
- Technique 1.10 Dialogue
- Technique 1.11 Psychometric Testing
- Technique 1.12 Your Readiness to Change
- Technique 1.13 Exploring Your 9 Intelligences
- Technique 1.14 Understanding Oneself
- Technique 1.15 Is Your Job a Good Fit?
- Technique 1.16 Leadership Questionnaire
- Technique 1.17 Some Interesting Questions Around Personal Preferences
- Technique 1.18 Optimism vs Pessimism
- Technique 1.19 360 Evaluation
- Technique 1.20 Profile of Knowledge
- Technique 1.21 A Way to Look at An Organisation's Culture
- Technique 1.22 Competing Values Framework
- Technique 1.23 How to Describe Your Culture
- Technique 1.24 Assumptions to Help Determine Different Cultures or Sub-cultures
- Technique 1.25 History Map
- Technique 1.26 History Trip
- Technique 1.27 Working More Attuned to Systems and Fundamental Causes
- Technique 1.28 Discussability of Issues
- Technique 1.29 Climbing out of the Muck
- Technique 1.30 Understanding the 5 Stages of Skill Acquisition
- Technique 1.31 Practising Relevance
- Technique 1.32 Strategy via Conversation
- Technique 1.33 Your Behaviour as a Manager
- Technique 1.34 Attitudinal Survey
- Technique 1.35 Exposing Left-hand Columns
- Technique 1.36 Information Chain
- Technique 1.37 Process Enneagram
- Technique 1.38 Communications
- Technique 1.39 Non-Verbal Signals (including tone)
- Technique 1.40 Negotiations
- Technique 1.41 Five Major Events of Your Life
- Technique 1.42 Network Mapping
- Technique 1.43 Identifying the Desirability of Behaviours
- Technique 1.44 Organisational Intelligence Profile*i
- Technique 1.45 Informal Metaphors
- Technique 1.46 Appreciative Inquiry (AI)
- Technique 1.47 Johari Window
- Technique 1.48 Story-telling (Discourse Theory)
- Technique 1.49 Relational or Interpersonal Abilities/Skills
- Technique 1.50 Useful questionnaires/ Checklists for Handling Transitions
- Technique 1.51 Perceptual Positioning
- Technique 1.52 Questions about Mindsets
- Technique 1.53 Hygiene and Motivators
- Technique 1.54 Fierce Conversations
- Technique 1.55 Applying the Principles of Transformation (version 1)
- Technique 1.56 Applying the Principles of Transformation (version 2)
- Technique 1.57 Brain Wiring Test (Gender Indicator)
- Technique 1.58 Source of Stress
- Technique 1.59 Stress Symptoms
- Technique 1.60 Energy Audit
- Technique 1.61 Barriers To Trust
- Technique 1.62 What's Your Organizations Complexity Quotient?
- Technique 1.63 Self Test: Are You A Certified Jerk?
- Technique 1.64 Understanding the Grief Cycle
- Technique 1.65 Resistance (Responses to Change)
- Technique 1.66 Causes of Resistance
- Technique 1.67 Stages of Resistance to Change
- Technique 1.68 Statements/Activities That Reveal Resistance (Version 1)
- Technique 1.69 Statements That Reveal Resistance (Version 2)
- Technique 1.70 Understanding Losses and Endings
- Technique 1.71 Some Reasons for Resistance to Change
- Technique 1.72 How to Use Resistance to Help Change
- Technique 1.73 General Questions around Change
- Technique 1.74 Understanding the Operating Environment Around You - PEST(LE) Analysis
- Technique 1.75 How Good are Your People Skills?
- Technique 1.76 Self-Awareness
- Technique 1.77 Review (reflection)
- Technique 1.78 Grit Determination
- Change Implementation Techniques for Creating a Sense of Urgency
- Seven Essential Ingredients for Selecting a Framework in the Human Journey of Change
- Introduction - Technique 2.x Selection
- Some Techniques to Facilitate Ingredient 2 (Creating a Sense of Urgency)
- Technique 2.1 Linkages in the Public Sector
- Technique 2.2 Porter's Competitive Analysis - Modified
- Technique 2.3 Simplified Competitive Analysis
- Technique 2.4 How Does Your Organisation Best Compete
- Technique 2.5 Some Important Questions
- Technique 2.6 More Important Questions
- Technique 2.7 Some Essential Questions
- Technique 2.8 Evaluate Your Core Businesses/ Activities
- Technique 2.9 NAB's Questions
- Technique 2.10 Some Salient Questions
- Technique 2.11 Questions on External (Adaptation and Survival) and Internal Integration
- Technique 2.12 Test Your Organisations Strategy(ies)
- Technique 2.13 Stress-Test Your Strategy
- Technique 2.14 Diagnosing Your Business
- Technique 2.15 Internally Driven, Externally Aware
- Technique 2.16 SWOT(T)
- Technique 2.17 Some Strategy Questions
- Technique 2.18 Australian Business Excellence Framework
- Technique 2.19 Testing the Quality of Your Strategy
- Technique 2.20 Possible Strategies for Being More Valuable to Clients
- Technique 2.21 Some Friendly Skeptic Questions to Appraise a Strategic Plan
- Technique 2.22 Fundamental Traits of Organisational Effectiveness
- Technique 2.23 Ten Questions Every Business Owner Must Answer
- Technique 2.24 Checking the Diminishing Returns
- Technique 2.25 Understanding Discontinuities and Change Differentials
- Technique 2.26 Porter's Value Chain
- Technique 2.27 Understanding Your Value Chain
- Technique 2.28 Checking for Strategic Decay
- Technique 2.29 Some Questions for Analysing an Organisation
- Technique 2.30 An Organisational Transition Audit
- Technique 2.31 General Questions
- Technique 2.32 Reviewing Strategic Dimensions
- Technique 2.33 Looking at Your Services & Products
- Technique 2.34 Looking at Processes
- Technique 2.35 Job Design
- Technique 2.36 Life-cycle Approach
- Technique 2.37 Matching Turbulence - Aggressiveness - Responsiveness
- Technique 2.38 Corporate Culture and Value Audit
- Technique 2.39 Responsiveness to Environment
- Technique 2.40 Six Cell Balancing Techniques
- Technique 2.41 Some Questions
- Technique 2.42 Identifying Driving Forces
- Technique 2.43 Questions that Executives Need to Answer
- Technique 2.44 Balanced Scorecard
- Technique 2.45 Strategy Mapping
- Technique 2.46 Simplified Stakeholder Analysis
- Technique 2.47 Porter's Cluster Model
- Technique 2.48 Process Mapping
- Technique 2.49 Some Project Management Techniques
- Technique 2.50 Six Sigma
- Technique 2.51 Scenario Planning
- Technique 2.52 Systems Thinking
- Technique 2.53 Best-practice Marketing
- Technique 2.54 Product Portfolio Analysis
- Technique 2.55 Marketing Ps (7 Ps)
- Technique 2.56 Matrix Chart (M2)
- Technique 2.57 Utopia/Blue Sky (one decade on)
- Technique 2.58 Authority/Productive Matrix
- Technique 2.59 Staff Vitality Curve
- Technique 2.60 Customer Value Analyses
- Technique 2.61 Customer Relationship Management (CRM)
- Technique 2.62 Marketing Audit (Some Questions)
- Technique 2.63 Screening Products & Services for Success
- Technique 2.64 Benchmarking
- Technique 2.65 Analyse the Way We Work
- Technique 2.66 Time Management
- Technique 2.67 More on Goal-setting
- Technique 2.68 Four Information Gaps
- Technique 2.69 ABCD Model
- Technique 2.70 Shared Services
- Technique 2.71 Supply Chain Management
- Technique 2.72 DICE
- Technique 2.73 Do You Need to Re-organise?
- Technique 2.74 Corporate Cholesterol test
- Technique 2.75 Eight Key Questions
- Technique 2.76 What is Your Risk Profile?
- Technique 2.77 Understanding the Operating Environment Around You PEST(LE) Analysis
- Technique 2.78 Macro-scanning
- Technique 2.79 Big Picture Assessment
- Technique 2.80 Location of New Identity
- Technique 2.81 Decision-making in Large Organisations
- Seven Essential Ingredients for Selecting a Framework in the Human Journey of Change
- Introduction - Technique 3.x Selection
- 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
- Technique 3.14 Team Meeting Guidelines
- 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 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)
- Technique 5.12 Template for 5 Conversations
- 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
- Imagination, Fantasy & Innovation
- Technique 6.4 Dimensions to an Innovative Climate
- Technique 6.5 Building Perpetually Innovative Organisations
- Technique 6.6 Some Questions on Readiness for Innovation
- Innovation as a Core Competency
- Technique 6.7 Your Record of Innovation
- Crossword Technique
- Thinking
- Technique 6.8 Reasons for Innovative Failures
- Technique 6.9 Some Questions to Help Identify if Your Idea is Going to Make it
- Technique 6.10 Idea Killers - Judgmental Comments
- Technique 6.11 Basic Guidelines of Brainstorming
- Traditional Thinking Techniques
- Technique 6.12 Cause-Effect (Fishbone Diagram)
- Technique 6.13 Imagineering
- Creative Thinking Techniques
- Technique 6.14 CoRT
- Technique 6.15 Six Hats
- Some examples of the successful use of 6 hats:
- Technique 6.16 Fan Concept
- Technique 6.17 Po (6 types)
- Arise
- Escape
- Reversal
- Exaggeration
- Distortion
- Wishful Thinking
- Technique 6.18 Random Word - A Chance Method of Po
- Technique 6.19 Use of Analogy
- Technique 6.20 Questioning Attitude
- Technique 6.21 Odd Person in
- Systematic Inventive Thinking
- Technique 6.22 Subtraction
- Technique 6.23 Multiplication
- Technique 6.24 Division
- Technique 6.25 Task Unification
- Technique 6.26 Attribute Dependency
- Technique 6.27 Determining Potential Function
- 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
- Technique 8.1 Shift Perspective (organisation-centric to customer-centric)
- 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
- Technique 8.12 Empathy Map
- 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)
- 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 Acknowledgments
- Introduction
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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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