260 Management, leadership, coaching & business change models

Many of our readers have asked for us to add more slides to our downloadable models – so there they are… new for 2010

Management, Leadership models

Welcome to our summary of management, leadership, coaching, training, learning, occupational psychology and business models. This extensive collection is available to look at free here on the web, or you can download a set of images suitable for presentations. Have a look at what is available: See set 1 and See set 2

Over the years as professionals we have used many of these in our practice. We have been asked for copies… and here they are.

Please note that these are provided for educational purposes only, and we strongly encourage you to research the origins and use them only in the way in which they were intended.

We currently have 2 sets, not in any particular order. This is historical, as our first set was a real mixed bag, so is the second. In time we may well group them, however what we do not want to do is upset our current customers and force them to have to buy a set which contains mostly duplicates. In any-case, one of the advantages of putting sets together in this way is that it may inspire you to explore models you would not otherwise been exposed to.

Models See set 1 and See set 2

In addition we now have a complete set of blanks for you to add your own text.

The models cover: leadership, management, learning, training, business, marketing, change,… etc

See them at http://rapidbi.com/management/models-theories/

Change Curve Debunked?

Today I read an interesting post by Rob Robson on the change curve at his blog (http://preview.tinyurl.com/2rywg5) .

This sparked some thoughts which I share below.

Change Curve debunked… really?

Rob asks is the Kubler Ross change curve an over simplification – yes of course… all models are over simplifications of reality – isn’t that what they were created for, to take a complex theory and enable the PRINCIPLES to be more easily understood?

He raises some interesting points that many authors do ignore that fact that many people welcome change. This is so very true, in OD and HRM we seem to assume the worst in people – when this is just not true. Sure people will reach different under change, and that is to be expected – our role is to ease that process – not offer therapy for change interaction!

We all need to remember that these are just models and not reality.

As a framework and common language they do have a value – indeed as he says

“By all means, keep the five-stage model in our armoury, but let’s not get carried away with it. Let’s not present it as an unequivocal truth. And let’s not let it get in the way of attempting to truly understand how people really experience change.”

As is said in the change management article there are 3 rules to leadership (or change):

• Rule# 1 – people are different
• Rule# 2 – people are different
• Rule# 3 – people are different
  

And we need to treat each individual in the way that is appropriate for them.
Rob’s headline is to Debunk the Change Curve … which one there are many? Rob focus’s is on the Kubler Ross curve – which as he points out was actually developed for use in a clinical environment, and users need to be aware of that.

Many practitioners will use a simplified model for use in a general business environment business environment.

What we do need to be careful of is people search the web (or a library), finding a model and using it without understanding what it is, where it come from or indeed its limitations.

All models have a place – the question we all need to ask is – is it here and now?

Mike

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Mike Morrison is director of RapidBI, an organisational effectiveness consultancy. He has been involved in HR, OD and strategic development for over 20 years. He can be contacted via www.rapidbi.com
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