Unit V Change Models Six Thinking Hats Six

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Unit V Change Models

Unit V Change Models

Six Thinking Hats

Six Thinking Hats

Six Thinking Hats

Six Thinking Hats

Change versus Transition

Change versus Transition

Tony Buzan’s Mind Map • • • A Mind Map® is a powerful graphic

Tony Buzan’s Mind Map • • • A Mind Map® is a powerful graphic technique which provides a universal key to unlock the potential of the brain. It harnesses the full range of cortical skills – word, image, number, logic, rythm, colour and spatial awareness – in a single, uniquely powerful manner. In so doing, it gives you the freedom to roam the infinite expanses of your brain. The Mind Map® can be applied to every aspect of life where improved learning and clearer thinking will enhance human performance. Originated in 1970 by Tony Buzan, Mind Maps® are now used by millions of people around the world – from the very young to the very old – whenever they wish to use their brains more effectively. Similar to a road map, a Mind Map® will: Give you an overview of a large subject/area. Enable you to plan routes/make choices and let you know where you are going and where you have been Gather and hold large amounts of data. Encourage problem solving by seeing new creative pathways. Enable you to be extremely efficient. Be enjoyable to look at, read, muse over and remember. Attract and hold the eye/brain.

Rosemary Stewart ‘s Model • Rosemary Stewart developed a concept which enables jobs to

Rosemary Stewart ‘s Model • Rosemary Stewart developed a concept which enables jobs to be examined in three very important ways: the demands of the job, which are what the job-holder must do; the constraints, which limit what the job-holder can do; and the choices, which indicate how much freedom the job-holder has to do the work

Nadler –Tushman Congruence Model

Nadler –Tushman Congruence Model

• The Congruence Model was developed in the early 1980 s by organizational

• The Congruence Model was developed in the early 1980 s by organizational theorists David A. Nadler and Michael L. Tushman. It's a powerful tool for identifying the root causes of performance issues. It can also be used as a starting point for identifying how you might fix them. • It's based on the principle that a team or organization can only succeed when the work, the people who do it, the organizational structure, and the culture all "fit" together – or, in other words, when they are "congruent" (see figure 1, below). • Where there is incongruence, or a poor fit, between these four critical elements, problems will arise

Power Interest Matrix

Power Interest Matrix

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