A Collection Of 4 Box Models

Collated By Martin Schmalenbach

A posting on UKHRD in October 2003 for people to share any 4 box models has resulted in the compilation of this document. In it you will find a number of 4 box models related to the HRD world. There are doubtless many more from other fields. Each model is presented on a single page, with pointers to source material and further reading. Individual contributors are acknowledged, and there is a brief primer on using the 4 box model structure for more quantitative work, and for representing not just 2, but as many as 5 dimensions on the grid. This document may spur others to contribute, in which case, contributors please send full details of the 4 box model by email to [email protected]

Unblocking Your Economic Engine Potential

Energy

A Collection Of 4 Box Models

Contents
Introduction.................................................................................................................................2 Ways Of Scoring 4-Box Matrices...............................................................................................3 1-9 or -4 to +4.........................................................................................................................3 Blob Size.................................................................................................................................3 Blob colour/shading................................................................................................................3 3-D with bars...........................................................................................................................4 Clusters...................................................................................................................................4 Combinations..........................................................................................................................4 The Models.................................................................................................................................5 Model Selector Grid................................................................................................................5 The Coaching Skill/Will Matrix................................................................................................6 The Urgency/Importance Matrix.............................................................................................7 Johari Window........................................................................................................................8 The Trust/Risk Matrix..............................................................................................................9 The Personal Competence Awareness Matrix.....................................................................10 The Scenario Analysis Matrix...............................................................................................11 The Support/Challenge Matrix..............................................................................................12 The Risk/Reward (Kraljic) Matrix..........................................................................................13 The Energy/Investment Matrix..............................................................................................14 The Skill/Will Matrix..............................................................................................................15 The Ambiguity/Complexity Matrix.........................................................................................16 The Power/Influence Matrix..................................................................................................17 The Customer Attractiveness / Business Strength Matrix....................................................18 The Change Amplitude/Scope Matrix...................................................................................19 The Change Arena Matrix.....................................................................................................20 The Risk/Effort or Spend Matrix...........................................................................................21 The Salesperson Concern/Company Orientation Matrix......................................................22 The Assertiveness/Responsiveness Matrix..........................................................................23 The Competence/Attitude Matrix..........................................................................................24 The Motivation/Challenge Behaviour Matrix.........................................................................25 The Innovations Paradigms Matrix.......................................................................................26 The Morale/Effectiveness Matrix..........................................................................................27 The SWOT Matrix.................................................................................................................28 Contributors..............................................................................................................................29 Networking................................................................................................................................30 Networking Web Sites..........................................................................................................30 On Line Business Forums....................................................................................................30 Women In Business..............................................................................................................30 Other Useful Links................................................................................................................30

A Collection Of 4 Box Models

Introduction
A number of people responded to my request for 4-box matrix models used within the spheres of people, team, management and/or organisation development. What follows is a summary of what they responded with. Where possible I have left the reader to follow up specific web addresses and further reading where more complete information can be found. On the face of it, some of these matrices will appear very simple, to the point of triviality. Dont let this detract from the fact that sometimes being faced with the stark choices they offer can help to clarify issues in your own mind, and so help with the decision making process. That is after all their main function! I have in places done some editing. This is to reconcile where I think its appropriate, similar models but with slightly different emphases. For example, a number of people contributed what is in this document the Skill/Will matrix. All used different language but I believe all were essentially saying the same thing, so Ive condensed these in to one matrix and edited the language. Any mistakes therefore are mine alone and cannot be laid at the feet of any of the contributors, and we are all indebted to their generosity in this regard. This document has only been possible through the power of networking, so Id direct you to the last section, Networking, for a list of websites that facilitate more generalised networking. I dont endorse them in anyway as it very much depends on why you might network so some networks will fit some needs better than others! Finally, this document is not designed to plagiarise, merely to collate! Martin Schmalenbach February 2004.

A Collection Of 4 Box Models

Ways Of Scoring 4-Box Matrices

There are a number of ways of using 4-box models. The most common is simply to indicate which of the 4 boxes is relevant at the time by selecting an extreme for both of the dimensions that run along the bottom and side of the 4 box grid. Some of the other ways are outlined below. Most can be used in combination, and all are a variation on the above.

1-9 or -4 to +4
Score the strength in each dimension. Each dimension is scored from 1-9 (or -4 to +4), with 5 (or 0) representing the border between one category (e.g. LOW) and the other (e.g. HIGH). It is possible to end up with a co-ordinate, eg (2,8). Alternatively each of the 4 boxes can be scored individually as 1-9 (or any range you like). See right.
Dimension 2

x
1 1 5

x
9

Blob Size
A blob may be used instead of a simple X to mark a point on the grid using the 1-9 or similar scoring system to state where the centre of the blob is located on the grid. The relative blob size or diameter can then be used to indicate a third dimension, for example risk, certainty, turnover, duration, etc.
9

Dimension 1

x Dimension 2

x
1 1 5

x
9

Dimension 1

Blob colour/shading
Similar to the blob size method in fact it is not unusual to use both together the blob colour can indicate an additional dimension, either to identify an organisation or individual that the blob refers to or who placed the blob on the grid, or to indicate risk factors (red = high etc).
Dimension 2

x
1 1 5

x
9

Dimension 1

A Collection Of 4 Box Models

3-D with bars

A bar is placed on a 3D depiction of the grid. Its height reflects a third dimension, such as risk or certainty. See right: There is no reason why the colour of the bars cant represent an additional dimension, e.g. risk (high risk could be represented by a red bar)
8 7 6 5 4 3 2 1 0 Low Dim 1 High Dim 2 High Dim 2 Low

Clusters
A number of people or organisations place a simple mark (or a blob to indicate certainty etc) on the grid. The clustering or spread of the marks indicates the degree to which the group as a whole agrees or not about the situation under review. See below.
9

x x

x x

x
5

x x x xx x x

The left diagram shows little agreement the marks are spread all over, whilst the right diagram shows agreement a clear clustering in the top right quadrant.

Combinations
The various blob techniques lend themselves to being combined with each other. A less obvious method is the hovering or 3D blob. Using any or all of the above blob techniques, the blob is placed hovering over or under the grid, with the grid depicted in 3D, and a line extends vertically from the blob to the point on the grid where it would land should it fall or climb vertically see right! With the height above/below the grid, the bob size and colour, it is possible to have 5 dimensions represented on the diagram!

Dimension 2

Dimension 2

x x

x
1 1 5

x
1 9 1 5 9

Dimension 1

Dimension 1

2 nsion Dime
9 1 1

Dime nsion

1
9

-5

-3

A Collection Of 4 Box Models

The Models
The models follow on the next pages.

Model Selector Grid

Below is a quick selector grid, designed to quickly point you to a model based on your current need.
Application Account Management Business Development Change Coaching Communications Decision Making & Risk Feedback Innovation & Creativity Leadership Managing Relations Markets & Competition Organisation Development Personal Development Sales Development Situation/Scenario Stakeholder Analysis Strategy Stress Management Team Building Time Management Models Customer Attractiveness / Business Strength, Power/Influence SWOT Competence/Attitude, Change Arena, Change Amplitude vs Scope, Support/Challenge Johari Window, Coaching Skill/Will Assertiveness/Responsiveness SWOT, Risk/Effort vs Spend, Effort/Reward, Impact/Uncertainty Johari Window Innovations Paradigms, Motivation/Challenge Behaviour Skill/Will Trust/Risk SWOT Morale/Effectiveness, Competence/Attitude SWOT, Motivation/Challenge Behaviour, Assertiveness/Responsiveness, Skill/Will, Personal Competency Concern/Company Orientation SWOT, Ambiguity/Complexity Power/Influence SWOT, Change Arena, Change Amplitude vs Scope Urgency/Importance Skill/Will, Energy/Motivation Urgency/Importance

A Collection Of 4 Box Models

The Coaching Skill/Will Matrix

Further Reading http://www.performance-am.com/PDF/The%20Coaching %20ManagerSkillWill.pdf The Tao of Coaching Max Landsberg Ken Blanchard Situational Leadership Model. Coaching

Applications

This model is used to determine the appropriate approach to coaching an individual (coachee) with a given degree of skill and will, as described below in the diagram.
The skilled experienced person who is in need of attention of some description and may be being affected by the challenge of change. The beginner to a role, project or task who is just starting out and is nervous or may have already tried and failed.
Low

The skilled worker who is looking for more opportunities to grow and develop.

High Low

Applying the skill/will matrix principles will enable you to ensure that you are taking the appropriate approach with each individual in the team when you are asking them to perform tasks.

Coachees Skill

The enthusiastic beginner new to a particular role, project or task.

High

Coachees Will The Skill/Will Matrix

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The Urgency/Importance Matrix

Further Reading Applications Steven Coveys Seven Habits Time Management, Stress Management

This model is used to prioritise tasks.

Delegate To competent person who Can work unsupervised

Fire fighting, CRISIS!! DO NOW!

High

It is important to avoid abdication of responsibility you need to consider those tasks that are core to your role and can not be delegated, and are in this context are classed as HIGH IMPORTANCE. Other tasks may be done by you but are not core, so use these opportunities to develop others in your team. Of course try to do the same for some of your core tasks too give subordinates a taste of your role it will help them with their career development.

Urgency
Low

Dont do this! Its not your job!

Planned for. Consider delegating to developing person who will need supervision
High

Low

Importance The Urgency/Importance Matrix

A Collection Of 4 Box Models

Johari Window
Further Reading Applications http://www.knowmegame.com/Johari_Window/johari_window.html Disclosure/feedback awareness

Unknown To Known To Others

Hidden

Unknown

Open: The open area is that part of our conscious self - our attitudes, behavior, motivation, values, way of life - of which we are aware and which is known to others. We move within this area with freedom. We are open books. Hidden: Our hidden area cannot be known to others unless we disclose it. There is that which we freely keep within ourselves, and that which we retain out of fear. The degree to which we share ourselves with others (disclosure) is the degree to which we can be known. Blind: There are things about ourselves which we do not know, but that others can see more clearly; or things we imagine to be true of ourselves for a variety of reasons but that others do not see at all. When others say what they see (feedback), in a supportive, responsible way, and we are able to hear it; in that way we are able to test the reality of who we are and are able to grow. Unknown: We are richer and complex than that which we and others know, but from time to time something happens - is felt, read, heard, dreamed - something from our unconscious is revealed. Then we know what we have never known before.

Others

Open

Blind

Known To Self

Unknown To Self

Self The Johari Window

We can expand our open area (see diagram above right) through feedback asking for information or through disclosure by telling or giving information to others.

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The Trust/Risk Matrix

Further Reading Applications Managing Relationships

This matrix can be used to characterise the style and approach of another party/person with regards to a relationship perhaps with yourself.
9 Quick To Trust 5 1 Slow To Trust 1 Risk Willing

Adventurous / Entrepreneur

Team Player

By scoring on a scale of 1-9 for each dimension, it is possible to plot these scores on the grid to see how much observers agree in their perceptions of the third partys approach to the relationship. It can also be compared with the third partys own perception and score, using any differences as a starting point to develop the relationship and/or third party/persons relationship management skills.

Trust

Individualistic

Evaluating

5 Risk Averse

Attitude To Risk The Trust/Risk Matrix

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The Personal Competence Awareness Matrix

Further Reading Applications Personal Development

Conscious Unconscious

3 2

An individual starts off in box 1 unconscious incompetence they dont know what they are bad at!. They then become aware of their incompetence it doesnt matter how at this point. They are now in box 2. They do something about this, and become competent, and they know it. Finally, practice and experience takes them, over time, to being so competent that they dont even give it a second thought they are now unaware of what they are good at!

Consciousness

Incompetent

Competent

Competence The Personal Competence Awareness Matrix

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The Scenario Analysis Matrix

Further Reading Applications Decision Making
9 High

Caution

Risky

For any given scenario there will be an impact and a degree of uncertainty. Knowing roughly how much of each can help in determining an approach and in managing expectations. By scoring each dimension 1-9 and plotting the scores on the grid it is possible to determine a general level of perception and the agreement (or not!) between those involved as to how the scenario is viewed. Behaviours will be determined in part by how each player perceives the relative risk and uncertainty factors. This can help in establishing the degree of control and/or further analysis/data gathering needed before proceeding with the task or project.

Impact

5 1 Low 1 Low

Safe

Gamble

5 High

Uncertainty The Scenario Analysis Matrix

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The Support/Challenge Matrix

Further Reading Applications Change

9 High

Cosy Club

Loving Boot/High Performance

Inertia/apathy nothing changes, rather the status quo remains. stress where short term achievements may result from putting someone under pressure but in the long-term you achieve little. cosy club where everyone pats each other on the back but no one really confronts the real issues. loving boot/high performance where people are challenged to stretch themselves in a firm but loving way. This provides the opportunity for real growth. Again team members can score their perception for each dimension and plot the results on the grid. The degree of (dis)agreement will be the source of rich discussions leading to affirmative action or argument!

Support

5 1 Low 1 Low

Inertia / Apathy

Stress

5 High

Challenge The Support/Challenge Matrix

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The Risk/Reward (Kraljic) Matrix

Further Reading Applications Decision Making
9 High

Drains / Bottleneck

Big Wins / Strategic

Simply put given a task or project etc is it worth doing? Will it take you away from core activities, but not give a good enough return? Scoring on scales of 1-9, plotting the results on the grid etc can be useful for getting an idea of consensus levels and if different parties are operating to different agendas and/or understandings of the situation and task. The effort/reward dimension can be replaced by any risk-related dimension, e.g. complexity and associated risk of supply market. Likewise for the reward dimension, and reward dimension, such as opportunity costs, can substitute for it.

Effort/Risk

5 1 Low 1 Low

Distractions / Routine

Easy Kudos / Leverage

5 High

Reward The Effort/Risk vs Reward Matrix

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The Energy/Investment Matrix

Further Reading Applications Team Development
9 High

Spectators

Players

People need both the desire (motivation) and drive (energy) to achieve goals. e.g. People who would like to do a qualification, but don't have the desire often find every excuse under the sun as to why they can't do it at the moment. When their drive reaches a certain level, they will find ways and means around any potential problems to satisfy their desire. Discussion areas: Everyone moves into the different arenas - but problems arise when people get 'stuck' in one arena and tend to spend most of their time there. Consider your team and where they sit on this model for a particular task / project / event. Consider if anyone is 'stuck' in a particular arena? Why might people get 'stuck' anywhere? What can you as a leader do to move people towards being PLAYERS? What responsibility can / should individuals take for themselves?

Discuss the group's ideas for moving their staff and the barriers that they might face. What happens if a number of your team are cynics / passengers / spectators / players? As a leader, where do you invest your energy? What leadership styles do you think could be appropriate for your team? - Depending on the situation a variety of styles could be used . Draw the ideas out of the group.

Motivation

5 1 Low 1 Low

Passengers

Cynics

5 High

Energy Investment The Energy/Motivation Matrix

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The Skill/Will Matrix

Further Reading Applications Steven Covey, http://www.performance-am.com/PDF/The%20Coaching
%20ManagerSkillWill.pdf

Team and Personal Development, Situational Leadership

9 High

Guide

Delegate / Empower

Guide (low skill and high will) Invest time early on: Coach and train Answer questions and explain Create a risk-free environment to allow early mistakes and promote learning Relax control as progress is shown Direct (both skill and will are low) First build the will: Provide clear briefing Identify motivations Develop a vision of future performance Then build the skill: Structure tasks for quick wins Coach and train Finally sustain the will: Provide frequent feedback Praise and nurture BUT supervise closely with tight control and clear rules/deadlines

Skill

5 1 Low 1 Low

Direct

Excite/Enthuse/Engage

5 High

Will The Skill/Will Matrix Delegate (skill and will are both high) Provide freedom to do the job: Set objectives not the method Praise, do not ignore Encourage coachee to take responsibility: Involve in decision making Take appropriate risks Excite (high skill and low will) Identify reasons for low will Motivate Monitor and provide feedback

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The Ambiguity/Complexity Matrix

Source Further Reading Applications Brian Harris, [email protected] Eliot Jaques Requisite Organisations pub: Casson-Hall Bob de Wit & Ron Meyer Strategy: Process, Content, Context, 2nd Ed, p45 Situations
9 Complex 5 1 Simple 1 Clear

Guess

Strategic Decision

The nature of the situation may dictate the approach needed to deal with it, to the extent that some individuals (in leadership roles) may not be able to address the situation. No brainer things are clear & simple and can be tackled by anybody. Puzzle things are simple but ambiguous. Further structured investigation should resolve any ambiguity with relative ease. Guess things are clear yet complex. Standard (statistical) approaches to dealing with these things apply (see de Wit & Meyer). Strategic decision nothing is clear & simple or obvious perhaps. This area falls in to the wicked problem area (see Rittel in de Wit & Meyer) and no conventional tools will resolve the issues even trying to simplify or clarify can change the nature of the situation. So cope instead of solve, by taking a strategic decision.

Complexity

No Brainer

Puzzle

5 Ambiguous

Ambiguity The Ambiguity/Complexity Matrix

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The Power/Influence Matrix

Further Reading Applications http://62.189.42.51/DFIDstage/FOI/tools/chapter_02.htm Stakeholder Analysis / Key Account Management
9

Those included in Boxes A, B and C are the key stakeholders in the activity: they can significantly influence it or are most important if the activity's objectives are to be met. Box A shows stakeholders of high importance to the activity, but with low influence. They require special initiatives if their interests are to be protected. Box B shows stakeholders of high importance to the activity who can also significantly influence its success. Managers and donors will need to develop good working relationships with these stakeholders to ensure an effective coalition of support for the activity. Box C shows stakeholders who are of low priority but may need limited monitoring. They are unlikely to be the focus of the activity. Box D shows stakeholders with high influence, who can affect outcome of the activity, but whose interests are not the target of the activity. These stakeholders may be able to block the activity and therefore could constitute a 'killer risk'.

Power/Importance

Lots 5 1 Little 1

5 Little Lots

Influence The Power/Influence Matrix

This matrix can help you decide which person to allocate to which account for example, for best outcome.

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The Customer Attractiveness / Business Strength Matrix

Further Reading Applications Key Account Management
9

How attractive is the customer against how strong your business is Manage for cash & withdraw the customer is not very attractive, and its in an area that is a low strength for your business get out whilst still receiving profitable income. Maintain the customer is not too attractive, but its a high strength area for your business. Maintain the activity to support a key business strength but keep under review! Selectively invest the customer is attractive, but in an area of low strength (not weakness!) for your business. Look to invest in developing that strength and the customer relationship. Invest / grow the customer is attractive and in an area that is core to your strengths go for it!

Customer Attractiveness

High 5 1 Low 1

Selectively Invest

Invest / Grow

Manage For Cash & Withdraw

Maintain

5 Low High

Business Strength The Customer Attractiveness / Business Strength Matrix

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The Change Amplitude/Scope Matrix

Further Reading Applications Bob de Wit & Ron Meyer Strategy: Process, Content, Context, 2 nd Ed, p244 Change, Strategy
9

This model helps to consider the magnitude of change when considering changes in organisation and changes in strategy see below: Change In Organisation (State) Culture Structure Systems People Changes In Strategy (Direction) Vision Positions Programmes Facilities

More conceptual (Thought) More Concrete (Action)

Do all 8 aspects of the organisation need to be changed in unison or whether bits and pieces can be changed one after the other? In discontinuous change perspectives, revolution demands comprehensive action on all 8 fronts the scope of change must be broad. In continuous change perspectives, evolution demands a high number of piecemeal adjustments to be made over a prolonged period of time, so whilst the accumulated changes may be broad in scope, each individual change is actually narrow in scope. Secondly, what ever the changes, do they need to be moderate or radical in nature? In discontinuous change perspectives, revolution demands a radical departure from the present situation the amplitude of change should be high. In continuous change perspectives, evolution demands a gradual development out of the present situation by means of moderate steps the amplitude of change should be low.

Amplitude of Change

High 5 1 Low 1

Revolutionary Change

Focused Radical Change

Comprehensive Moderate Change

Evolutionary Change

5 Broad Narrow

Scope Of Change The Change Amplitude/Scope Matrix

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The Change Arena Matrix

Further Reading Applications Bob de Wit & Ron Meyer Strategy: Process, Content, Context, 2 nd Ed, p299 Change, Strategy
9 High 5 1 Low 1 Low

When used in conjunction with the previous model (scope vs amplitude) it can become easier to see the actions required upon choosing a change strategy, or the change strategy dictated to you by choosing a specific place in the change arena.

Resistance Force

No Change

Discontinuous Change

Sporadic Change

Continuous Change

5 High

Change Force The Change Arena Matrix

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The Risk/Effort or Spend Matrix

Further Reading Applications Charles Handy Understanding Organisations Decision Making
9 High

Some allocation

No Allocation

Where should you allocate cash resources, for example? Scoring on scales of 1-9, plotting the results on the grid etc can be useful for getting an idea of consensus levels and if different parties are operating to different agendas and/or understandings of the situation and task. Also, the scoring system can be used to weight the amount of cash allocation in terms of percentage of total, for example.

Risk

5 1 Low 1 Low

Allocate with pleasure!

Low allocation

5 High

Effort/Spend The Risk vs Effort/Spend Matrix

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The Salesperson Concern/Company Orientation Matrix

Further Reading Applications Salesperson Mapping
9

What is the general attitude of a salesperson with regards to the customer and the company? Doesnt care this person cares neither for the customer nor the employer move them! Potentially unfair dealings for the customer this could damage your reputation as a selling organisation (unless this was planned!) find the source of this behaviour (misaligned incentive scheme, problems in recruitment etc) and address it. Giving away margin this sales person may not fully understand where the value-add comes from or where margin is lost perhaps product/service retraining is needed or they are being too eager to close the sale further investigation needed. Good balance says it all replicate this!

Salesperson Concern for customer

High 5 1 Low 1

Giving Away Margin

Good balance

Doesnt care

Potentially unfair dealings for the customer

5 Low High

Company Orientation The Concern/Orientation Matrix

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The Assertiveness/Responsiveness Matrix

Further Reading Applications
Assertive / Telling Unassertive / 1 Non Responsive / Controlled

http://www-rohan.sdsu.edu/~renglish/377/notes/chapt05/ Personal Development / Social Styles / Selling Style

9

Driver What

Expressive Who

Firstly, some definitions: Assertive (dominance) - The degree to which a person attempts to control situations or the thoughts and actions of others. Responsiveness (sociability) - The readiness with which a person outwardly displays emotions or feelings and develops relationships. Versatility - Individual's ability to adjust personal pace and priorities to help interaction with a person of another style. What is the general attitude of a salesperson with regards to the customer and the company? Analytical reserved technical specialists Drivers control freaks. Amiables support specialists. Expressives social specialists

The scoring 1-9 can be used to plot/gauge intensity of behaviour, or preference for using that behaviour. Gauge your preferences and those of your key customer contact. Try to align your behaviours and language with theirs sell to them in the way they want to be sold to! Be aware of your less-preferred styles and develop strategies to deal with them. Visit the further reading reference on the Internet.

Assertiveness

5 1

Analytical How

Amiable Why

5 Responsive / Emotional

Responsiveness The Assertiveness/Responsiveness Matrix

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The Competence/Attitude Matrix

Further Reading Applications Good To Great, By Jim Collins, Harper-Collins Culture change (downsizing?!)
9 High 5 1 Low 1 Low

Poisoners

On The Bus

What kind of people do you want to keep as you move the culture forwards? Off The Bus dont expend your efforts here they are too much work you dont want them on your journey to the future! These need to leave the organisation. Poisoners these need more consideration they perform, but their attitude sucks. Because they perform their attitude could be picked up more readily by others. These people poison the future. It would be wise to determine why their attitude is so bad. Treat with caution with a possible view to removal. Management Project these people have the right kind of attitude, but low competence. The competence bit can be fixed through training, coaching and good management unless they are square pegs in round holes so look for the right shaped hole! Look to keep these as potential stars for the future. WARNING it may indicate a development need for the manager! On the bus you keep these! These people will help you take the culture forwards now. Keep them on your bus for the journey to the future!

Competence

Off The Bus

Management project

5 High

Attitude The Competence/Attitude Matrix

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The Motivation/Challenge Behaviour Matrix

Further Reading Applications Innovation Potential Indicator, Oxford Psychologists Press Individual Approach To Innovation
9

Assuming everybody can innovate in some way, are they content to initiate change as a result of innovation, and are they motivated to challenge the status quo and so trigger innovation in the first place? This matrix can help with identifying and managing the different styles within a team. Co-operator this person is keen to change but is not likely to challenge the status quo they need somebody to do that for them. Catalyst less keen to change, but certainly keen to challenge the status quo, these individuals are useful at the start, but may need careful management perhaps to get them involved incrementally with change. Inhibited innovator these people can innovate, can change, but for some reason, at the present, they are not motivated to change or challenge. Change agent these people are not only keen to challenge the status quo, but also to do something about it. They may need careful management to direct their energies and enthusiasms such that those around them arent affected negatively by their sometimes excessive zeal.

Motivation To Change

High 5 1 Low 1

Co-operator

Change Agent

Inhibited Innovator

Catalyst

5 Low High

Challenge Behaviour The Motivation/Challenge Matrix

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The Innovations Paradigms Matrix

Further Reading Applications
Creativity And The Management Of Change, T Rickards, Blackwell Business, Oxford (p55) MSc Thesis A New Model For Workplace Innovation, www.p-nrg.com/resources/thesis.pdf

Cultural Style For Innovation

Radical Regulatory

Revolutionary Insights & Discoveries

Stage Models

For a given route to innovation (see the 4 boxes), a particular organisations culture may help things along, or be a hindrance. Large monolithic commercial organisations are likely to favour objectivity and regulation (rules, policies, structures etc) and so would find it difficult to engage with revolutionary insights of the kind needed to avert a major strategic disaster for example. Concealed learning the individuals are learning and innovating, but the control culture is not allowing that learning to spread its concealed. Planned implantation/incrementalism here the nature of the innovation is about improving the current situation slightly, e.g. Government requirements to shave 2 or 3% from spending budgets every year drives small, incremental innovations. Stage models enable task-focused organisations to get radical but through the medium of models, working through a series of stages perhaps. Revolutionary insights there are no bounds or controls, and individuals doing the learning can share and spread ideas, and go wherever this is often where the really radical stuff can be expressed.

Control Culture

Concealed Learning

Planned Implementation Incrementalism

Subjective / People

Objective / Task

Focus The Innovations Paradigm Matrix

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The Morale/Effectiveness Matrix

Further Reading Applications
An Experiential Approach To Organisation Development 6th Edition, Harvey & Brown D, 2001 Prentice Hall, page 100

Organisation Development / Consultancy

Low

Cheerleader Persuader

Pathfinder

Morale
High

Stabilizer

Analyser

Low

High

Effectiveness The Morale/Effectiveness Matrix

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The SWOT Matrix

Further Reading Applications
http://www.quickmba.com/strategy/swot/

Organisation/Strategy Stock Take

External

Opportunities

Threats

The SWOT Matrix has been with us for some time. How many people think of it in terms of a 4 box model?! The two dimensions are as depicted internal/external focus, and supporting and countering aspects. It can be looked at in terms of the fit between reality and proposed strategy, or used to look at current reality in order to determine strategy. Strengths internal focus, i.e. on the organisation itself. What does the organisation have (that sets it apart from the competition) that will have it well placed to execute its strategy? Weaknesses internal focus, i.e. on the organisation itself. What does the organisation have or lack (that sets it apart from the competition) that will make it poorly placed to execute its strategy? Opportunities what lies outside of the organisation that will work in favour of the strategy? Threats what lies outside of the organisation that will work against the strategy?

Focus
Internal

Strengths

Weaknesses

Supporting

Countering

Categories The SWOT Matrix

Under each heading you list those features and elements that apply to the current situation and strategy. Please note that the strengths box should not be a simple mirror or opposite to the weaknesses box, and the same for the other two boxes.

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A Collection Of 4 Box Models

Contributors
The following people all kindly contributed models, suggestions, sources and I am grateful to them. Allan Mackintosh Bernard Amos David Balkind David Cotton Katy Walton Lynne Ewer-Morgan Marj Setters Martin Schmalenbach Oxford Projects Ltd Tim Royds Performance Management Coaching, [email protected] www.pmcscotland.com Leornian Consulting, www.leornian.com [email protected] David Cotton Associates, http://www.davidcottonassociates.com/ Nationwide [email protected] In Business, 22 Hundred Acres Road, Wickham, Hants [email protected] [email protected] Potential Energy Ltd [email protected] http://www.oxfordprojects.co.uk/ Highclere Sales Training, [email protected]

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A Collection Of 4 Box Models

Networking
The following web sites facilitate networking and are offered without prejudice or judgement.

Networking Web Sites

http://www.ecademy.com/ http://www.bni-europe.com/ http://www.brenet.co.uk http://www.ryze.com http://www.magentacircle.co.uk http://www.networking121.com

On Line Business Forums

http://ox1.biz/forum/ http://www.ukbusinessforums.com/ http://www.everywoman.com/network/ http://www.shell-livewire.com/forums/ http://www.startups.co.uk/forum/ http://www.bagladyit.com/forums/ http://www.buddynetwork.com

Women In Business
http://www.networkingbusinesswomen.co.uk http://www.everywoman.com/ http://www.network.auroravoice.com/ http://www.bagladyit.com/ http://www.bawe-uk.org/ http://www.bpwuk.org.uk/ http://www.womeninruralenterprise.co.uk/ http://www.allwoods.org.uk/prowl.htm

Other Useful Links

There are many more helpful business-related links to be found at http://www.sixdegreesnetwork.co.uk/links.htm

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