Leadership

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 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)

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 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

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;

A model about communication and collaboration. How do you stay out of the drama triangle?

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