Culture

This model was developed by Pascale and Athos (1981), but it became very popular thanks to McKinsey. The model describes seven different components, which together make an almost complete representation of all organisational aspects.

Related models: AIDA Model; 7S Model; Knowledge Triangle; INK; SWOT Analysis; Balanced Scorecard; Five Forces; BCG Matrix; 6W's of Corporate Growth; CRM;Kondratieff; Customer Pyramid; Product Life Cycle; 

The Belbin model is based on 3 basic principles. Each team member contributes to realising the team objectives through: (1) His/her professional role: expertise, (2) His/her organisational role: position/tasks/responsibilities, (3) His/her team role: personality/behaviour. 8 roles have been defined.

Related models: Big Five; Core Quadrants van Ofman; Whole Brain Model van Herrmann; Color Theory of Change; Cultural Dimensions (Hofstede); Leary's Rose; Six Thinking Hats (De Bono); Social Styles (Wilson)

This model shows several types of coaching. Coaching is based on the situation. The focus can be on the person or on organisational goals. The goals to be reached via coaching can be clear or need to be formulated.

Related Models: Drama Triangle; Typology of Communication; Principles of Effective Leadership; Team Building; Pillars of Commitment; Typology of Knowledge Workers; Coaching; Herzberg Factors; Coaching Arts; Face-to-Face Communication; Trust Equation; Formula of Trust

This model describes four coaching styles:

•        Bottom-up coaching: coaching your boss
•        Coaching yourself
•        Top-down coaching: coaching staff or children
•        Lateral coaching: coaching colleagues or clients.

Related Models: Drama Triangle; Typology of Communication; Principles of Effective Leadership; Team Building; Pillars of Commitment; Typology of Knowledge Workers; Coaching; Herzberg Factors; Coaching Arts; Face-to-Face Communication; Trust Equation; Formula of Trust

The model describes five ways of thinking about change. A different colour is given to each way of thinking:

•        Yellow print thinking
•        Blue print thinking
•        Red print thinking
•        Green print thinking
•        White print thinking

Related models: Big Five; Core Quadrants van Ofman;  Whole Brain Model van Herrmann;  Color Theory of Change; Cultural Dimensions (Hofstede);  Leary's Rose; Six Thinking Hats (De Bono); Social Styles (Wilson); Belbin

The boundaries of the comfort zone are determined by the individual. The person’s mental state creates self-imposed barriers. Nobody except you is able to determine the walls of the comfort zone. In order to step out of the comfort zone you need to tap other behaviours and accept how the environment is responding to this change. So, it is about change. And most people do not like changes.

Related Models: Grief Cycle; People and Motivation; Circle of Influence; Willingness to Change; Core Quadrants; Comfort Zone; People and Competences;Maslov; Will Skill Matrix

An organization’s strategies are generally in line with its culture. If we can identify what our organizational culture actually is, we can make it work for us—or at least work to make it work! Kim Cameron and Robert Quinn have identified a quadrant system with four culture types— Clan, Adhocracy, Hierarchy, and Market—as a way for organizations to actually graph where they are, where they’d like to be, and decide how to get there.

Related models: Seven Habits; Phases of Team Development; Situational Leadership; Professional Attitude; Conflict Mode Model; Principles of Leadership;Manager vs. Leader; Cultural Types; Leadership and Influence

The Thomas-Kilmann Conflict Mode Instrument (TKI) is used to determine how individuals respond in conflict situations. The model was developed by Kenneth W Thomas and Ralph H. Kilmann. It is the world’s most popular model when conflict management is involved.

Related models: Seven Habits; Phases of Team Development; Situational Leadership; Professional Attitude; Conflict Mode Model; Principles of Leadership;Manager vs. Leader; Cultural Types; Leadership and Influence

Hofstede's cultural dimensions theory is a framework for cross-cultural communication. The original theory proposed four dimensions along which cultural values could be analyzed: individualism-collectivism; uncertainty avoidance; power distance (strength of social hierarchy) and masculinity-femininity (task orientation versus person-orientation). Independent research in Hong Kong led Hofstede to add a fifth dimension, long-term orientation, to cover aspects of values not discussed in the original paradigm.

Related models: Big Five; Core Quadrants van Ofman;  Whole Brain Model van Herrmann;  Color Theory of Change; Cultural Dimensions (Hofstede);  Leary's Rose; Six Thinking Hats (De Bono); Social Styles (Wilson); Belbin