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Business Motivation model

From the Object Management Group (great acronym: OMG)

Business Motivation model

Innovation radar

the 12 vectors of innovation

Non violent communication

factual observations not thoughts/interpretations
true feelings not judgements
universal needs not strategies
action requests not demands

feelings should relate to a need
lead with the need
requests are strategies to meet need

when you... i feel.. would you...


From David Rock:
Two themes are emerging from social neuroscience. Firstly, that much of our motivation driving social behavior is governed by an overarching organizing principle of minimizing threat and maximizing reward (Gordon, 2000). Secondly, that several domains of social experience draw upon the same brain networks to maximize reward and minimize threat as the brain networks used for primary survival needs (Lieberman and Eisenberger, 2008). In other words, social needs are treated in much the same way in the brain as the need for food and water.

Mountains, Mole Hills and Dead Buffaloes

Run a discussion to categorise risks into Mountains, Mole Hills and Dead Buffaloes (everyone else can call them Dead Elephants, but this idea comes from Troy Du Moulin of Pink Elephant, so dead buffaloes it is)

then map them on a grid of high-low risk vs fact-opinion

Reframing Organizations

Reframing Organizations: Artistry, Choice and Leadership, Bolman and Deal. First published in 1984. Its four-frame model examines organizations as factories, families, jungles, and theaters or temples:
The Structural Frame: how to organize and structure groups and teams to get results
The Human Resource Frame: how to tailor organizations to satisfy human needs, improve human resource management, and build positive interpersonal and group dynamics

balanced diversity

A Portfolio Approach to Organizational Change

Important stuff!!! the definitive book on IT cultural change

Bright spots

Chip and Dan Heath’s book “Switch – How to change things when change is hard”- great book. Chip and Dan point out two very powerful motivating (or demotivating) factors. The first had to do with “Find the Bright Spots” in change.

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