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R ELATED LEADERSHIP TOOLS5.7 Stakeholder Groups 6.5 Force-Field Analysis 7.5 Decision Making6.1 Logic Errors 6.6 Six-Hat Thinking 10.6 Group Leader SkillsF OR FURTHER ASSISTANCEKilmann, Ralph. Beyond the Quick Fix: Managing Five Tracks to Organizational Success. Jossey-Bass, 1984.SECTION 6 TOOLS FOR CRITICAL THINKING AND INNOVATION 175
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Copyright © 2001 by McGraw-Hill. A
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➠ 8.4 Levels of Communicating: De
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➠ 13.9 Human Capital: Truly the M
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1.10 The GAS model: Designing pract
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S ECTION 5—TOOLS FOR L EADING C H
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7.8 Affinity diagrams: Organizing m
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10.9 Making information visible 323
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13.8 Job Competencies: Measuring an
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HOW TO USE AND BENEFITFROM THIS BOO
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locate and use the exact tool for y
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If your need is:Look for these reso
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The Leadership GurusJohnson, BarryJ
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ACKNOWLEDGMENTSA book is never the
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1.1L EADERSHIP IN THE T WENTY-FIRST
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Information[☛ 2.2 7S Model]Leader
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H OW TO USE THIS LEADERSHIP TOOL“
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1.3H OW E FFECTIVE L EADERS A CT: A
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F OUR STEPS TO IMPROVING YOUR LEADE
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Challenge and support,but don’t p
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R ELATED LEADERSHIP TOOLS1.5 Seven
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Fosterinterdependence.(Think win-wi
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1.6 L EADERSHIP: THE B OARDS OF P L
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2. Are you satisfied with leadershi
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Leadership starts at the top, be th
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4. Follow through by holding leader
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R ECURSIVE M AXIM #1The best way to
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WEB WORKSHEETTake a few minutes to
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Work designWhat challenged theparad
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R ELATED LEADERSHIP TOOLS1.1 Twenty
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development paths of all positions
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1.11I NTEGRITY: GUT-LEVEL E THICSCo
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What actions will you take to begin
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2.1 I NTRODUCTION TO S YSTEMST HINK
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4. As above, examine the subsystems
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This graphical illustration of a mi
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2.3 D IRECTIONAL S TATEMENTS:T HREE
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➌➍Next, have the group come tog
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H OW DOES A VISION STATEMENT FIT WI
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R ELATED LEADERSHIP TOOLS1.10 The G
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Step ➌Communicatingand modelingva
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The values you currently practiceTo
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N ESTEDPURPOSESA specific purpose k
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2.7 W RITING C LEAR G OAL S TATEMEN
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GoalKeyActionItemsGoal #2IntentGoal
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Internal Process MeasuresEmployee a
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3TOOLS FOR STRATEGICTHINKINGWith th
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Michael Traceyand FredWiersmaJames
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Mintzberg, Henry. The Rise and Fall
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their product or service no longer
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3.3 SWOT: STRENGTHS, WEAKNESSES,O P
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strategy clarification. Having said
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Designing the Value ConstellationTh
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3.5 S TRATEGIC R ESOURCING: DEFININ
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High Value-Added or Business Necess
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3.6S TRATEGIC R ELATIONSHIPS: ANALY
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I NCREASING V ALUE-ADDED W ORKNeces
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AppropriateorganizationalcultureApp
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3.8P ARTNERING FOR S UCCESS: JOINT
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StrategicYour proposeddimension Key
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3.9M ARKETING A P ROFESSIONAL S ERV
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G ETTING THE PROCESS STARTEDAs a wa
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4TOOLS FOR DESIGNINGPRODUCTIVE PROC
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A N ORGANIZATIONAL DESIGN MODELAll
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WEB WORKSHEETWho You ServeThe Exter
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Mid-level leaderFrontline leaderSen
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4.3 B USINESS P ROCESS R EENGINEERI
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❑❑❑❑Form a steeringcommitte
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4.4 E MPLOYEE I NVOLVEMENT:A RANGE
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The guideline What to look for Rema
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1. What is the probable level of in
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➠➠➠➠thrive; inappropriate a
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Need to Start Need to Stop Need to
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In Jack Stack’s Springfield Reman
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WEB WORKSHEETLeadershipAction plans
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4.7J OB S ATISFACTION: INVOLVING W
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5. Meaningful work• Your work has
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3. Clarify limitations on the CEO
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4.9U SING P ROFESSIONAL E XPERTISE:
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❑ What concerns do you each have
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Act on survey results and changes p
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Questionnaire designWhat elements o
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5.1L EADING C HANGE: A CHANGE E QUA
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5.2 L EADING M A JOR C HANGE IN Y O
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R ELATED LEADERSHIP TOOLS5.1 Change
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➢➢➢If the Readiness Index is
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Page 358: 5.5C HANGE W INDOW: A BALANCED A PP
Page 362: 1. On balance, quadrants ➊ and
Page 366: Past experience in your organizatio
Page 370: 5.7S T AKEHOLDER G ROUPS: UNDERSTAN
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Page 378: 5.8H UMAN T RANSITIONS: HELPING P E
Page 382: Endings Turmoil period New beginnin
Page 386: 1. Initially, treat the other peopl
Page 390: 5.10 A PPRECIATIVE I NQUIRY:B UILDI
Page 394: • Explore the strengths and past
Page 398: 6.1 T HE BS DETECTOR K IT:R ECOGNIZ
Page 402: ❑❑❑If there’s a chain of ar
Page 406: A SSUMPTIONCertainMATRIXTriviaImpor
Page 412: 2. Brainstorm, makingthe elements o
Page 416: 6.4 D EALING V ERBALLY WITH C OMPLE
Page 420: “In the time we have available, I
Page 424: 6.5 F ORCE-FIELD A NALYSIS:O RGANIZ
Page 428: Desired goal:______________________
Page 432: Defines, sets boundariesfor discuss
Page 436: 6.7 C REATIVITY AND I NNOVATION:T H
Page 440: Innovation assessmentYour personalq
Page 444: 6.8M IND M APPING: A BREAKTHROUGH T
Page 448: Think of a situation in which mind
Page 452: H OW TO BRAINSTORM1. Ask the workgr
Page 456: 7TOOLS FOR PROBLEMSOLVING, DECISION
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S COPING A PROBLEMWhen thinking abo
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The problem as currently definedQue
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5. Planimplementationof the change.
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7.3P ROBLEM S OLVING: A SYSTEMATIC
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seriously malfunctioning machines,
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R ELATED LEADERSHIP TOOLS6.2 Assump
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The Individual—Team PolarityIndiv
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7.5D ECISION M AKING: MAKING D ECIS
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7.6 P OTENTIAL P ROBLEM A NALYSIS:D
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7.7T OTAL Q UALITY L EADERSHIP O VE
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The QualityTool What it is and what
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7.8 A FFINITY D IAGRAMS: ORGANIZING
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The authors of this book had 150-pl
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8TOOLS FOR COMMUNICATIONEven in thi
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Y OU GET THREE CONVERSATIONS FOR TH
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2. Information(gleaned from thedata
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Communicationfactors➊ Use CORE to
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An effective communication strategy
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8.4 L EVELS OF C OMMUNICATING:D EBA
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Purpose__ to analyze and decideDisc
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M ETACOMMUNICATIONSCHEMATICProcess
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Empathy:❑ Positions and expressed
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8.7 A CTIVELY L ISTENING FOR C ONTE
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5. Actively listening to content:1
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8.9 C ROSS-CULTURAL C OMMUNICATIONI
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(e.g., speaking out of turn in meet
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into the official system. Make comm
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9TOOLS FOR LEADINGAND INFLUENCING O
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W HEN TO USENondirective• when a
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9.2 M ATCHING Y OUR L EADERSHIP S T
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9.3L EADERSHIP S TRATEGIES FOR D EL
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❑❑❑Delegate according to the
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influencing those areas that provid
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9.5 P RINCIPLED N EGOTIATION:C REAT
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WEB WORKSHEET1. SEPARATE THE PEOPLE
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9.6 M AKING G REAT P RESENTATIONSIn
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The Body—The FrameworkMain Point
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❻many presenters don’t allow pe
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9.8 S ELLING L ARGE P ROJECTS:A MUC
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Type of question What they are Comm
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9.9 P OWER: A FUNDAMENTAL E LEMENTO
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Source of PowerConnection-based ora
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Type of SupportChallengersFamily an
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10TOOLS FOR LEADING TEAMSAND GROUPS
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High-PerformingTeamHow work gets do
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10.2 I MPROVING T EAM IQContributed
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2. Signs of high Team IQ: Identify
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10.3 T EAM C OMPETENCIES:T HINKING,
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R ELATED LEADERSHIP TOOLS1.7 Result
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10.5 D EALING WITH D ISTURBANCESIN
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WEB WORKSHEETUse the workspace prov
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1 2 3 4 5 I can deal with typical d
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10.7 G ETTING P ARTICIPATIONInspire
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WEB WORKSHEETThink about specific s
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A FIVE- STEP PROCESS FOR ESTABLISHI
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10.9 M AKING I NFORMATION V ISIBLEI
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❑Sorting out complex situations
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T IPS FOR HELPING GROUPS REACH CLOS
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10.11 P RIORITY S ETTINGIN A W ORKG
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WEB WORKSHEETThink of situations in
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An alternative is to list the key p
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11TOOLS FOR LEADINGMEETINGSThe most
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H OW TO USE THIS TOOL“…If leade
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11.2M EETINGS: PURPOSE AND F UNCTIO
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What key functions are served by ou
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❑ Quickly refine the purpose, goa
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5. Following up on action plans dev
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11.4 M EETING R OLESInspired by Ric
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TimekeeperProcess Advisor (meeting
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Keeping the meeting on track:❑ Ge
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11.6 T HE M EETING A GENDA:W HY, WH
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Person Time Measurable/observableAg
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➍Agree onthe Agenda➟❑❑❑Di
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11.8 T HE M EETING M INUTES:W HY, W
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Agenda item Meeting decision and/or
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12.1 T HE R ELATIONSHIP B ANK:M AIN
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3.4.5.Copyright McGraw-Hill 2000. O
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Trusting otherspredisposes them tot
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12.3T RIANGULATION: THE S UREST W A
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Note a couple of ways you can you h
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12.5 P REPARING Y OURSELF TOG IVE N
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2. What specifically do you want th
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➍ConfrontConsequences➟➎Conclu
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12.7 C ONFLICT: FIVE L EVELS FORD E
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WEB WORKSHEETBest resolutionConflic
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the gang. Challenge Insecure Aggres
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12.9T HE E SSENTIALS OF C USTOMER S
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Current description(as of date: ___
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13.1 C OACHING AND S UPPORTINGTHE S
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➋Assessing andbenchmarking➌Esta
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13.2 C OACHING H IGH-PERFORMERS:A N
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paths to success, solidify old skil
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13.3A CCOUNTABILITY A GREEMENTS: DE
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AccountabilitiesI am personally acc
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➋➌➍➎Key Result Areas (KRAs)
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➎ Action PlansCopyright McGraw-Hi
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NotImportantActivities➌Activities
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13.6A TTRIBUTION T HEORY: ASSESSING
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The attributions others might make
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✔✔✔✔✔✔required for high
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13.8J OB C OMPETENCIES: MEASURING A
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WEB WORKSHEETJob: _________________
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ience, education, and training.”
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13.10 T HE F OUR S TAGES® M ODEL:U
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4. What barriers does this person n
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Expertise Key relationship Typical
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14TOOLS FOR LEARNINGChange is takin
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ScarcityAbundanceAppropriate UsesSc
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14.2S INGLE-LOOP AND D OUBLE-LOOP L
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List one or two key reasons why you
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Level ofvaluationA. PreparationB. T
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Improve your own leadership practic
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14.5T EACHING A J OB: AN E S SENTIA
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Major learning steps Bite-size lear
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What are the practical implications
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14.7P ERSONAL P REFERENCES: CAPITAL
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LeaderDirectreportIssues that might
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15.1B ALANCE: TAKE C ARE OF Y OURSE
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3. Nurturing my close relationships
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15.2 LEQ: THE L EADERSHIPE MOTIONAL
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Emotional competency My assessment
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15.3T HE J OHARI W INDOW: WHAT Y OU
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Things TheyDon’t KnowThings I kno
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In the example here, Lee is a Sr. V
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Use these questions to assess your
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15.5H ABITS: THE G OOD AND B AD N E
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FeelingBuild on the positive: What
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S TRESS HAS BOTH FINANCIAL AND HUMA
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R ELATED LEADERSHIP TOOLS4.7 Job Sa
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Contingency leadership model, 267-2
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Quality, tools for ensuring, 199-23
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