Decision Making

Everybody knows the 5,6,7,8, or 9 W’s which, theoretically, makes them a bit bland. Who, what, where, when, why, with what, what for, through which, where to, etc. It’s still important for organizations to answer these simple questions. 

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; 

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 Balanced Scorecard (BSC) is a tool for management at a strategic level and for achieving long-term targets. Managers are not judged by the financial aspects only, but rather by several aspects. All aspects are weighed differently, which explains the term ‘Balanced’.

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; 

To use the chart, analysts plot a scatter graph to rank the business units (or products) on the basis of their relative market shares and growth rates.

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; 

This model categorises the steering parameters based on 6 aspects:

•        Budget
•        Organisation
•        Quality
•        Information
•        Time
•        Other: i.e. Risk.

Related models: Time Management Matrix; Projectmanager Radius; Force Field Analysis; Steering Parameters; Devils Triangle; SMART; BART; Stakeholder Salience Model

Lots of things happen every day. We experience them and respond in our own way. Part of the reaction (the response) to an incident (the stimulus) is unconscious: we are, to a large extent, conditioned (by our genes, our own childhood and education, as well as our surroundings both professionally and personally)

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

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

The foundation of this model is a logical sequence of the steps that need to be taken in order to make a decision. This model has been reduced to the simplicity of three steps

Related models: DMAIC; LEAN; Deming Circle; Decision Making; Knowledge Definition; Knowledge Value Chain; Knowledge Conversion; Learn and Remember;

Model to measure and evaluatue business processes in a permanent manner to meet the requirements of the customer: The model describes four phases: Plan, Do, Check, Act

Related models: DMAIC; LEAN; Deming Circle; Decision Making; Knowledge Definition; Knowledge Value Chain; Knowledge Conversion; Learn and Remember;