Transactional analysis (TA) is a widely recognised form of modern psychology that involves a set of practical conceptual tools designed to promote personal growth and change.
It is considered a fundamental therapy for well-being and for helping individuals to reach their full potential in all aspects of life.
TA is based on the theory that each person has three ego states: parent, adult and child.It is a simple yet accurate means of situating our own behaviour patterns within the wider context of human interaction.
As a leader - understanding the concepts behind TA can help you understand your own and others behaviour.
To read a short introduction to TA - Click Here
Watch and Learn - Click Here
Giving formal presentations at work may not be a daily activity, so when you are asked to give a presentation you may need to remind yourself of what you need to consider.
This quick guide is relevant to formal presentations as well as informal talks you may want to give during a team meeting.
During the 1990’s, John Kotter (professor of leadership at the Harvard Business school in Boston) studied the progress of over 100 companies who were trying to “remake” themselves.
He found that there were some general lessons that could be learned about managing change, and how to avoid big errors. His findings have been translated into eight steps.
The first four steps may be likened to Kurt Lewins unfreezing’ process, helping to defrost a hardened status quo.
- Establishing a sense of urgency
- Creating the guiding team
- Developing a vision and strategy
The next stages introduce new practices:
- Communicating the change vision.
- Empowering a broad base of people to act
- Generating short term wins
The final stage is required to embed changes within organisational culture:
- Consolidating gains and producing even more change
- Institutionalising new practices – making the change ‘stick’
To read more about these eight steps Click Here
Sir John Whitmore is a well respected lecturer and consultant on human resource management. He is the author of Coaching for Performance, one of the best-selling coaching guides, which showcases the GROW model of coaching. He is also the co-founder of The Inner Game sports and business training organisation along with the former tennis player Timothy Gallwey.
Whitmore believes that, at present, the potential of most executives is unrealised, and that the realisation of this potential will only happen when coaching principles underlie all management practices, which he believes will certainly happen in time. He uses the idea of an individual as an acorn with the potential to grow into an oak tree. All the ingredients are present; they just need nourishment.
To find out more click on the following link GROW - A Coaching Model
Grid analysis is a useful technique to use for making a decision.
It is most effective where you have several good alternatives and many factors to consider.
To download an explanation of how to use the model Click Here
Porter's Five Forces model, named after Michael E. Porter, identifies and analyses five competitive forces that shape every industry, and helps determine an industry's weaknesses and strengths.
These forces are:
1. Competition in the industry;
2. Potential of new entrants into the industry;
3. Power of suppliers;
4. Power of customers;
5. Threat of substitute products.
Frequently used to identify an industry's structure to determine corporate strategy, Porter's model can be applied to any segment of the economy to search for profitability and attractiveness.
To read more click on the following link: Five Forces Model
The critical first step in designing and leading successful large-scale change is to fully understand the dynamics and performance of the enterprise. It’s simply impossible to prescribe the appropriate remedy without first diagnosing the nature and intensity of an organisation’s problems.
Is your organisation's performance as good as it could be? What could be changed to improve things and why would this help? Does the key lie in the work itself? Or with the people doing it? Should you reorganise the corporate structure? Or try to change the prevailing culture? And why does one organisation seem to thrive on a certain corporate structure or type of work, while another struggles?
The answer lies in understanding the key causes or drivers of performance and the relationship between them.
The Congruence Model, first developed by David A Nadler and M L Tushman in the early 1980s, provides a way of doing just this. It's a powerful tool for finding out what's going wrong with a team or organisation, and for thinking about how you can fix it.
To find out more about the model and how it can be applied Click Here