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Force Field Analysis - Decision-Making Skills from MindTools

Force Field Analysis - Decision-Making Skills from MindTools
Analyzing the Pressures For and Against Change How to use Force Field Analysis, with James Manktelow & Amy Carlson. Force Field Analysis is a useful decision-making technique. You can use it for two purposes: to decide whether to go ahead with the change; and to increase your chances of success, by strengthening the forces supporting change and weakening those against it. About the Tool Force Field Analysis was created by Kurt Lewin in the 1940s. You use the tool by listing all of the factors (forces) for and against your decision or change. You can then look at strengthening the forces that support the change and managing the forces against the change, so that it's more successful. How to Use the Tool To carry out a Force Field Analysis, use a blank sheet of paper or whiteboard, or download our worksheet. Then describe your plan or proposal for change in a box in the middle of the paper. As you do this, consider the following questions: What business benefit will the change deliver? Tip: Tip 1: Related:  Change ManagementChange Management & Quality ToolsExploration

Lewin's Change Management Model - Change Management Training from MindTools Understanding the Three Stages of Change Find out about Lewin's Change Management Model, in this short video. Change is a common thread that runs through all businesses regardless of size, industry and age. Our world is changing fast and, as such, organizations must change quickly too. The concept of "change management" is a familiar one in most businesses today. One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1950s, and still holds true today. Understanding Lewin's Model If you have a large cube of ice, but realize that what you want is a cone of ice, what do you do? By looking at change as process with distinct stages, you can prepare yourself for what is coming and make a plan to manage the transition – looking before you leap, so to speak. To begin any successful change process, you must first start by understanding why the change must take place. Unfreeze Change Tip: Refreeze Practical Steps for Using the Framework: 1. 2. 3. 4.

PEST/ PESTLE Analysis PESTLE Analysis Tool (PEST Analysis) – History and Templates The Environment Scan – Environmental Organizational Scanning PESTLE Analysis micro site – History – Introduction – Templates – HR example – Schools & Education Welcome to our new micro site on the PESTLE analysis. This popular page has now been improved and is split into more easily digested chunks. PESTLE Analysis micro site - Home/ History of Pest analysis – Introduction to the PESTLE analysis – PESTLE analysis templates – HR example of a PESTLE application – PESTLE analysis in Schools & Education This page has been relocated to our new pestle micro site – where it is easier to navigate and print the elements of interest – please go to – This is now old content please follow the navigation at the top of the page for our new content History of the PESTLE analysis (PEST Analysis) Visit the article home page for all of our articles and content top History of PEST So where did the term PEST or PESTLE derive? top

Risk Analysis Techniques - Problem-Solving Training from MindTools Evaluating and Managing Risks Find out how to do a risk analysis, with James Manktelow and Amy Carlson. Whatever your role, it's likely that you'll need to make a decision that involves an element of risk at some point. Risk is made up of two parts: the probability of something going wrong, and the negative consequences if it does. Risk can be hard to spot, however, let alone prepare for and manage. This makes Risk Analysis an essential tool when your work involves risk. In this article, we'll look at how you can use Risk Analysis to identify and manage risk effectively. What is Risk Analysis? Risk Analysis is a process that helps you identify and manage potential problems that could undermine key business initiatives or projects. To carry out a Risk Analysis, you must first identify the possible threats that you face, and then estimate the likelihood that these threats will materialize. When to Use Risk Analysis Risk analysis is useful in many situations: ... for the complete article:

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Ursache-Wirkungs-Diagramm Das Ursache-Wirkungs-Diagramm ist eine Diagrammform, die Kausalitätsbeziehungen (engl. cause(s) and effect(s), abgekürzt C & E) darstellt. Die Erstellung kann auf verschiedenen Methoden beruhen. Die bekannteste ist das von Kaoru Ishikawa entwickelte Ishikawa-Diagramm. Überblick[Bearbeiten] Ursache-Wirkungs-Diagramm Ein Ursache-Wirkungs-Diagramm ist eine graphische Darstellung von Ursachen, die zu einem Ergebnis führen oder dieses maßgeblich beeinflussen.[1]Alle Problemursachen sollen so identifiziert und ihre Abhängigkeiten mit Hilfe des Diagramms dargestellt werden.[2] Das Ishikawa-Diagramm wurde Anfang der 1940er Jahre vom japanischen Wissenschaftler Kaoru Ishikawa entwickelt und später auch nach ihm benannt. Weitere Werkzeuge zur Untersuchung von Ursache-Wirkungs-Zusammenhängen sind die Ursache-Wirkungs-Tabelle (engl. Synonyme[Bearbeiten] Das Ursache-Wirkungs-Diagramm bzw. Erstellung des Ursache-Wirkungs-Diagramms[Bearbeiten] Haupt- und Nebenursachen erarbeiten[Bearbeiten]

The McKinsey 7S Framework - Strategy Skills Training from MindTools Ensuring That All Parts of Your Organization Work in Harmony Learn how to use the 7-S Framework, with James Manktelow & Amy Carlson. How do you go about analyzing how well your organization is positioned to achieve its intended objective? This is a question that has been asked for many years, and there are many different answers. Some approaches look at internal factors, others look at external ones, some combine these perspectives, and others look for congruence between various aspects of the organization being studied. Ultimately, the issue comes down to which factors to study. While some models of organizational effectiveness go in and out of fashion, one that has persisted is the McKinsey 7-S framework. The 7-S model can be used in a wide variety of situations where an alignment perspective is useful, for example, to help you: The McKinsey 7-S model can be applied to elements of a team or a project as well. The Seven Elements Let's look at each of the elements specifically: Strategy:

PEST pest variations The PEST model, like most very good simple concepts, has prompted several variations on the theme. For example, the PEST acronym is sometimes shown as STEP, which obviously represents the same factors. Stick with PEST - nearly everyone else does. More confusingly (and some would say unnecessarily) PEST is also extended to seven or even more factors, by adding Ecological (or Environmental), Legislative (or Legal), and Industry Analysis, which produces the PESTELI model. Other variations on the theme include STEEP and PESTLE, which allow for a dedicated Ethical section. It's a matter of personal choice, but for most situations the original PEST analysis model arguably covers all of the 'additional' factors within the original four main sections. Keeping to four fundamental perspectives also imposes a discipline of considering strategic context and effect. If you have come across any other weird and wonderful extended interpretations of PEST I'd love to see them. pest or swot

PEST Analysis - Problem-Solving Training from MindTools Identifying "Big Picture" Opportunities and Threats (Also Known as PESTLE, PESTEL, PESTLIED, STEEPLE, SLEPT and LONGPESTLE) Learn how to use PEST Analysis to identify the threats and opportunities in your business environment. Changes in your business environment can create great opportunities for your organization – and cause significant threats. For example, opportunities can come from new technologies that help you reach new customers, from new funding streams that allow you to invest in better equipment, and from changed government policies that open up new markets. Threats can include deregulation that exposes you to intensified competition; a shrinking market; or increases to interest rates, which can cause problems if your company is burdened by debt. PEST Analysis is a simple and widely used tool that helps you analyze the Political, Economic, Socio-Cultural, and Technological changes in your business environment. About the Tool PEST Analysis is useful for four main reasons: Note: Tip:

Technologie(s) et société de la connaissance : Actualité La grande peur de 2009 semble oubliée Souvenons-nous de l’été 2008. Depuis plus d’une année les cours du pétrole avaient augmenté pour atteindre en juin 145 $/baril. La demande d’automobile faiblissait après une longue période de croissance heureuse. En octobre, c’est la faillite de Lehman Brothers ouvrant une crise financière dont l’ampleur rappelait 1929. Avec quelques trimestres de retard, cette crise s’étend à l’Europe et au Japon. A l’été 2013, les constructeurs se prennent à espérer à nouveau. Pour beaucoup de constructeurs et d’analystes, l’industrie automobile vit une nième crise dont elle se sortira comme d’habitude par plus de volumes, plus de nouveaux modèles. Est-ce que cet optimisme, certes relatif car aujourd’hui les constructeurs généralistes les plus faibles (PSA, Fiat, Opel…) sont loin de pouvoir considérer être sortis de la zone de danger, est-il réellement fondé ? Il peut y avoir en effet un autre scénario… L'Eldorado chinois est-il sans risque ?

Opportunitätskosten Opportunitätskosten (selten auch als Alternativkosten, Verzichtskosten oder Schattenpreis bezeichnet) sind entgangene Erlöse (allgemeiner: entgangener Nutzen), die dadurch entstehen, dass vorhandene Möglichkeiten (Opportunitäten) zur Nutzung von Ressourcen nicht wahrgenommen werden. Umgangssprachlich kann man auch von Kosten der Reue oder Kosten entgangener Gewinne sprechen. Opportunitätskosten sind somit keine Kosten im Sinne der Kosten- und Leistungsrechnung, sondern ein ökonomisches Konzept zur Quantifizierung entgangener Alternativen. Den Gegensatz zu Opportunitätskosten als entgangene Erlöse bilden die nicht zusätzlich entstehenden (Mehr-)Kosten, die auch als Opportunitätserlös bezeichnet werden. Arten von Opportunitätskosten[Bearbeiten] Inputbezogene Opportunitätskosten ergeben sich, indem der Deckungsbeitrag des produzierten Gutes auf den Inputfaktor (Arbeitsstunden, Stück, Tonnen etc.) relativiert wird (→ relativer Deckungsbeitrag). Outputbezogene Opportunitätskosten

fisher's process of personal transition curve, personal construct psychology theory home » self/personal development » process of personal change John Fisher's personal transition curve - the stages of personal change - and introduction to personal construct psychology Originally presented at the Tenth International Personal Construct Congress, Berlin, 1999, and subsequently developed in his work on constructivist theory in relation to service provision organisations at Leicester University, England, John Fisher's model of personal change - The Personal Transition Curve - revised again in Nov 2012 - is an excellent analysis of how individuals deal with personal change. This model is an extremely useful reference for individuals dealing with personal change and for managers and organizations helping staff to deal with personal change. The technical content of this article is written by John Fisher and published with his permission. John Fisher's Process of Transition Diagram (pdf) - revised/redesigned Nov 2012 (colour/color version - with Complacency stage) anxiety fear

McKinsey 7S Model This model was developed in the 1980's by Robert Waterman, Tom Peters and Julien Philips whilst working for McKinsey and originally presented in their article " Structure is not Organisation". To quote them: "Intellectually all managers and consultants know that much more goes on in the process of organising than the charts, boxes, dotted lines, position descriptions, and matrices can possibly depict. But all too often we behave as though we didn’t know it - if we want change we change the structure. Diagnosing and solving organizational problems means looking not merely to structural reorganization for answers but to a framework that includes structure and several related factors." The 7S Model which they developed and presented became extensively used by mangers and consultants and is one of the cornerstones of organisational analysis. Essentially the model says that any organisation can be best described by the seven interrelated elements shown above: Strategy Structure Systems Skills Staff

Competitor analysis Competitor analysis is an essential component of corporate strategy.[2] It is argued that most firms do not conduct this type of analysis systematically enough. Instead, many enterprises operate on what is called “informal impressions, conjectures, and intuition gained through the tidbits of information about competitors every manager continually receives.” As a result, traditional environmental scanning places many firms at risk of dangerous competitive blindspots due to a lack of robust competitor analysis.[3] Competitor array[edit] One common and useful technique is constructing a competitor array. This can best be displayed on a two dimensional matrix - competitors along the top and key success factors down the side. In this example competitor #1 is rated higher than competitor #2 on product innovation ability (7 out of 10, compared to 4 out of 10) and distribution networks (6 out of 10), but competitor #2 is rated higher on customer focus (5 out of 10). Competitor profiling[edit]

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