DESCRIPTIVE MODELS

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DESCRIPTIVE MODELS

• How Do We Describe a Concept or Principal?

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Convergent/Divergent Thinking
Quantity
Quality
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Cost of Quality

• Prevention
• Doing it right the first time
• Inspection
• Seeing if we did it right the first time
• Internal Failure
• Failing to do it right the first time
• External Failure
• Failing to see that it wasnt done right the
  first time

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Coveys Circles
5
Evolution of Teams

• Hierarchical
• Team
• Self-Directed

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Human Action Model
6 Parts All work together for authentic
action
"for which"
Move forward
Values Beliefs
"toward which"
Aims Goals Vision
History Story
Inheritance via expectations or reputation
Meaning
Mission
"from which"
Power
Existence
Energy Commitment
Time Money Staff Equipment Supplies
"by which"
Structures
Resources
"with which"
Processes Forms Systems
check natural tendency to move back
Dr. Robert Terry books Authentic
Leadership Zone Leadership
"through which"
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Involvement
Involve m e n t
Team Leader
Facilitator
T i m e
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Levels of Competency
Consciousness
Competency
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Levels of Thinking
Context Independence
Wisdom
generalize
experience
Knowledge
organize
Information
Data
Ability to Apply
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Market Forces Model
Potential Entrants
Threat of New Entrants
Industry Competitors
Suppliers
Buyers
Bargaining Power
Bargaining Power
Threat of Substitutes
Substitutes
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Maslows Hierarchy of Needs
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Myers-Briggs Type Indicator (MBTI)
ENERGY FLOW
P
A T T I T U D E
DATA GATHERING PERCEIVING FUNCTION
THE FOUR FUNCTIONS
THE FOUR FUNCTIONS
DECISION MAKINGJUDGING FUNCTION
A T T I T U D E
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Promotional Tools Effectiveness

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Communication is the Glue!
Quality of Communication
Establishes openness, sharing, and common interest
Reinforces Credibility, Respect, and Trust
Quality of Vision and Intent
Quality of Communication
Quality of Results
Quality of Relationship
Quality of Decisions
Enables execution and learning
Fosters collaborative and creative thinking
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Revenue Bridge 2001
M 800 700 600 500
INDICATES DECLINE
2000 Seg X Seg Y Reg A
Prod Y Price F/X 2001