Professional Documents
Culture Documents
Chapter 1 Contents
Organizational
Effectiveness Four Basic Patterns of Thinking Basic Patterns in an Organizational Context Some Thoughts on Teamwork Applying the Model Rational Management
Problem Solving / Decision Making Chapter 1 - 2
Organizational Effectiveness
Chapter 1 - 3
Kepner-Tregoe
K-T
have been in the business of organizational improvement for over 30 years Our text documents the results of K-Ts experience in this area through research, trial, error, and innovation
management skills installation
varying expertise varying methods common goal tolerate one another enough to work closely together
The
A Management Team
Entrepreneur
- aggressive, driven, quick Finance - analytically focused, thorough Sales - enthusiastic, sometimes impatient R&D - balance between feasible and desirable Production - reality driven
Problem Solving / Decision Making Chapter 1 - 7
The Paradox
We
need this diversity on a management team to provide the necessary expertise to make the organization successful. BUT, with so many different mindsets, how can we coordinate their efforts in an effective and efficient way.
Problem Solving / Decision Making Chapter 1 - 8
need simple, common, sensible guidelines and procedures expressed in commonly understood language.
for gathering, sharing, and using information for solving problems for making decisions for protecting the organizations future
Chapter 1 - 9
sports team analogy (W pg 3; B pg 15) unnamed case example (W 4-5; B 16-17) Installing Rational Process case (W 5-6; B 17-18)
Chapter 1 - 10
generally resist change BUT, people will embrace change that seems good for them and the things they care about. A system for change must
facilitate introduction of ideas provide means for implementation offer rewards
READ & THINK CAREFULLY about what this overhead says - it is the crucial foundation of the K-T approach. EVERY productive activity is related to one of four basic patterns of thinking. (1) What is going on? (2) Why did this happen? (3) Which course of action should we take? (4) What lies ahead?
Chapter 1 - 12
four patterns have not altered substantially since the emergence of the human race. They are universally applicable to any situation. Survival is guaranteed by the ability to use these patterns.
Problem Solving / Decision Making Chapter 1 - 13
is the most important thinking pattern It allows us to examine a confusing situation and:
assess clarify sort out impose order
meaning to what we observe by relating events to outcomes. Assign meaning by relating causes to effects. Allows us to move from reactive to proactive.
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future oriented thinking allows us to imagine and construe the future. Closely related to the cause and effect thinking pattern. There is much unfulfilled potential in this area.
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the four basic thinking patterns in an organizational setting leads to systematic procedures for using and sharing information about organizational concerns. Known as the 4 basic rational processes, they are universally applicable regardless of cultural setting or content.
Problem Solving / Decision Making Chapter 1 - 18
Appraisal (Chapter 7)
Identifies
Problems to be solved Decisions to be made future events to be analyzed
Chapter 1 - 19
Enables us to:
identify, describe, analyze, and resolve situation in which something has gone wrong without explanation
Chapter 1 - 21
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Chapter
Chapter 1 - 23
Team Work
All
people possess the capacity to utilize the four basic thinking patterns
they are not necessarily used automatically they are not all used equally well they are not easily shared
We
need to:
Raise the level of skill in thinking Enhance the ability to share these skills
Problem Solving / Decision Making Chapter 1 - 24
Team Work
If
you have not read the Hunting and Gathering case (W 16-18; B 27-29), be sure you do.
Chapter 1 - 25
need:
a means to act as a team and yet maintain individuality a means which can be used regardless of content accurate communication with common understanding PS/DM based on facts and data
Problem Solving / Decision Making Chapter 1 - 26
Rational Management
Rational
Management means making full use of the thinking ability of the people in an organization
continuing process individual payoff is great / organizational payoff is far greater major change / major commitment conscious use of common approaches expressed in simple, common language
Chapter 1 - 27