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Ch 4 Models, Methods and Artifacts - Coggle Diagram

- - - - From Directing to Coaching based on variables
        
        Competence
        
        Ability
        
        Knowledge
        
        Skill
        
        Commitment
        
        Confidence
        
        Motivation
    - - support individuals who have an action plan for personal development
        
        Outcome
        
        Situation
        
        Choices/consequences
        
        Actions
        
        Review
  - - - Motivational
        
        Growth
        
        Advancement
        
        Achievment
      - Hygiene
        
        Company Policies
        
        Salary
        
        Physical Environment
    - - Extrinsic
        
        Salary
        
        Once paid fairly, the motivational power ceases to exist
      - Intrinsic
        
        Autonomy
        
        direct one's own life
        
        flexible work hours, working from home and self-select and self-manage project teams
        
        Mastery
        
        Being able to improve and excel
        
        Purpose
        
        The need to make a difference
    - - Power
        
        Increased responsibility
      - Affiliation
        
        Being part of a team
      - Achievment
        
        activities and work that is challenging, but reasonable
    - - Theory Y
        
        Motivated to do good work
      - Theory Z
        
        Motivated by self-realization, values and higher calling
      - Theory X
        
        Workers that sole purpose is income
  - - - Formulate change
      - Plan change
      - Implement change
      - Manage transition
      - Sustain change
    - - Awareness
      - Desire
      - Knowledge
      - Ability
      - Reinforcement
    - - Form a powerful coalition
      - Create vision for change
      - Communicate the vision
      - Create Urgency
      - Remove obstacle
      - Create short-term wins
      - Build on the change
      - Anchor the changes in corporate culture
    - - Late status quo
      - The foreign element
      - Chaos
      - The transforming idea
      - Practice and integration
      - New status quo
    - - Ending, losing and letting go
      - The neutral zone
      - The new beginning
      - Change is situational and happens anyway
        Transition is a psychological process where people gradually accept
  - - - Complex, Include unknown unknowns
        
        probe the environment, sense the situation and respond with action. what worked once may not be effective next time
      - Chaotic environments, too much confusion
        
        try to stabilize the situation, sense where there is stability, respond by taking steps to get from chaotic to complex
      - Set of known unknown or a range of correct answers
        
        Assess the facts, analyze the situation and apply good practices
      - Disordered and lack clarity
        
        Breaking them into smaller parts whose contexts link with the other four context
      - Obvious cause-and-effect relationship
        
        best practice
    - - Uncertainty of the requirement
        
        Simple, Complicated, complex, or chaotic same as Cynefin
      - Uncertainty of the technology
  - - - Storming
      - Norming
      - Forming
      - Performing
      - Adjourning
    - - Commitment
      - Implementation
      - Goal Clarification
      - High Performance
      - Trust Building
      - Renewal
      - Orientation
  - - - Power to influence
      - legitimacy
      - urgency
    - - Planning
        
        establish the scope of the project and define the course of action to attain the objectives
      - Executing
        
        Processes performed to complete the work defined in the project management plan
      - Initiating
        
        Define a new project or phase by obtaining authorization to start the project or phase
      - Monitoring and Controlling
        
        process to track, review and regulate the progress and performance
      - Closing
        
        close a project, phase or contract
    - - win-win
        
        Character
        
        Trust
        
        Approach
      - win-lose/lose-win
      - lsoe-lose
    - - additional planning becomes counterproductive
    - - Compromising
        
        Give & take, often when have equal power
      - Smoothing/accomodating
        
        Useful when reaching the overaching goal is more important than the disagreement
        
        Usually for different authority
        
        Appropriate when disagreement with the sponsor
      - Collaborating
        
        Effective when there is trust and time to come to consensus
      - Forcing
        
        When there is not enough time for Collaborate or problem-solve
      - Confronting/Problem solving
        
        used when the relationship between parties is important and confident in the other party's ability to problem-solve
      - Withdrawal/avoidoing
        
        when the problem will go away itself or complaying with requirement imposed by a regulatory agency
- - - - Return of investment
      - Net Present Value
      - Internal rate of return
      - Cost-benefit analysis
      - Payback period