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PDCA (plan–do–check–act or plan–do–check–adjust) is an iterative four-step management method used in business for the control and continuous improvement of processes and products. It is also known as the Deming circle/cycle/wheel, Shewhart cycle, control circle/cycle, or plan–do–study–act (PDSA). Another version of this PDCA cycle is OPDCA. The added "O" stands for observation or as some versions say "Grasp the current condition." This emphasis on observation and current condition has currency with Lean manufacturing/Toyota Production System literature.[1] Meaning[edit] Continuous quality improvement with PDCA Establish the objectives and processes necessary to deliver results in accordance with the expected output (the target or goals). Implement the plan, execute the process, make the product. Study the actual results (measured and collected in "DO" above) and compare against the expected results (targets or goals from the "PLAN") to ascertain any differences. About[edit] See also[edit]

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Control theory (sociology) Control Theory Diagram[1] Control Theory, as developed by Walter Reckless in 1973, states that behavior is caused not by outside stimuli, but by what a person wants most at any given time. According to the control theory, weak containing social systems result in deviant behavior. Deviant behavior occurs when external controls on behavior are weak. According to control theory; people act rationally, but if someone was given the chance to act deviant they would. So, basically, if you have strong social bonds to positive influences, deviant behavior is less likely than someone who has no family or friends.

Improving Business Processes - Problem Solving Tools From Mind Tools Streamlining Tasks to Improve Efficiency Map processes carefully before making changes. © iStockphoto/s_john79 You probably use dozens of business processes every day. For example, you may go through the same steps each time you generate a report, resolve a customer complaint, contact a new client, or manufacture a new product. Coaching Tools 101: The Urgent Important Matrix - What is it and How To Use it! Well, Former US President Eisenhower used this so-called “Eisenhower Principle” to organize his tasks. He is quoted as saying, “What is important is seldom urgent and what is urgent is seldom important.” It was Dr Stephen Covey (of “The 7 Habits of Highly Effective People” fame) who took these concepts mainstream, calling it The Urgent Important Matrix in his famous book . Quadrant 1 – Crises or “Important AND Urgent” Tasks

Control–feedback–abort loop Too often systems fail, sometimes leading to significant loss of life, fortunes and confidence in the provider of a product or service. It was determined that a simple and useful tool was needed to help in the analysis of interactions of groups and systems to determine possible unexpected consequences. The tool didn’t need to provide every possible outcome of the interactions but needed to provide a means for analysts and product/service development stakeholders to evaluate the potential risks associated with implementing new functionality in a system. They needed a brainstorming tool to help ascertain if a concept was viable from a business perspective. The control–feedback–abort loop and the analysis diagram is one such tool that has helped organizations analyze their system workflows and workflow exceptions. The concept of the Control–Feedback–Abort (CFA) loop is based upon another concept called the ‘Control – Feedback Loop'.

10 Principles of Leading Change Management Since the mid-2000s, organizational change management and transformation have become permanent features of the business landscape. Vast new markets and labor pools have opened up, innovative technologies have put once-powerful business models on the chopping block, and capital flows and investor demand have become less predictable. To meet these challenges, firms have become more sophisticated in the best practices for organizational change management. They are far more sensitive to and more keenly aware of the role that culture plays. They’ve also had to get much better on their follow-through.

4 Things You Thought Were True About Time Management - Amy Gallo by Amy Gallo | 1:00 PM July 22, 2014 I don’t know anyone who doesn’t struggle with how to make the most of their time at work. How do you stay on top of an overflowing inbox? How do you get work done when your day is taken up by meetings? How can you get through a continually expanding to-do list? How do you even find time to make a list in the first place? Customer feedback management services Customer feedback management (CFM) online services are web applications that allow businesses to manage user suggestions and complaints in a structured fashion. A 2011 study conducted by Aberdeen Group showed that companies using customer feedback management services and social media monitoring have a 15% better customer retention rate.[1] Methodology[edit] Various online CFM services use different approaches. The aim of most methodologies is to measure customer satisfaction, with some models also measuring related constructs including customer loyalty and customer word-of-mouth (see Webreep Model).

ADKAR Change Management Model Overview - Change Management Learning Center Overview This tutorial presents an overview of the ADKAR model for change management. ADKAR is a goal-oriented change management model that allows change management teams to focus their activities on specific business results. The model was initially used as a tool for determining if change management activities like communications and training were having the desired results during organizational change. The model has its origins in aligning traditional change management activities to a given result or goal. Leadership Style Survey This questionnaire contains statements about leadership style beliefs. Next to each statement, circle the number that represents how strongly you feel about the statement by using the following scoring system: Almost Always True — 5 Frequently True — 4 Occasionally True — 3 Seldom True — 2 Almost Never True — 1

OODA loop Diagram of a decision cycle known as the Boyd cycle, or the OODA loop Overview[edit] The OODA loop has become an important concept in litigation,[1] business[2] and military strategy. According to Boyd, decision-making occurs in a recurring cycle of observe-orient-decide-act.

Managing Change Guide If you would like to download a word version of the managing change guide click here: Part 1 - Managing Change (word) Part 2 - Worst Practice Guide (in Energy & Environmental Management) (word) Part 3 - Influencing Senior Management - Getting It Wrong (word) Written by Phil Harding ( and John Pooley (The John Pooley Consultancy) this guide was first produced by the Government Office for the South West (Sustainability & Environmental Technologies Team) in partnership with Envirowise (now part of WRAP) in 2004 and re-published as a paperback in 2007 for its 4th print run. It is also endorsed by the Carbon Trust, ESTA (the Energy Services and Technology Association), and Climate SouthWest.

Postmodern Magic In martial arts, a kata is a sequence of motions you perform for practice, in order to build up muscle memory. We’ve got kata in music, too: you do scales, arpeggios, various finger exercises, all in order to make reaching for a particular note second nature. So the idea is, how about a set of magical kata? Employee Effectiveness - The Clemmer Group Webinar: 9 Ways to Build Effective Relationships “No man is an island, entire of itself; every man is a piece of the continent, a part of the main.” These are a few lines of a poem penned by the metaphysical English poet, John Donne, around the time of Shakespeare. Community, interdependence, and oneness has been a central part of many ancient philosophies […]