January 30, 2012
“All models are wrong, but some are useful.” George Box, 1979.
Most management models are simple tools, frameworks or checklists. And any self-respecting model also has a self-explanatory (often 2×2) matrix to go with it, of the sort that looks good in a presentation, or on a flipchart or whiteboard. That being said most models are based on theories and have been checked out in practice. They also provide a means of framing (the useful bit!) strategic, functional, process or people-orientated issues; and are of course a source of plenty of new jargon to use in meetings…
So what are the Top 40 models? Here’s a starter list:
November 5, 2011
I was recently reading The Interview Question You Should Always Expect (HBR Blog), which as the title suggests is written from the perspective of the job candidate, and it reminded me that it’s also the killer question for any interviewer. Afterall it’s not where the candidate has come from that makes the difference, it’s what they’re planning to do next… Not sure what I’m talking about? Read the HBR article.
October 27, 2010
Do you remember those computer games that were around in the 1980s? They were text-based, fantasy-like things. I spent many a happy hour slowing down the mainframe ‘looking’ for stuff in a room I couldn’t see, talking to creatures that weren’t there. But, as I have recently been reminded (see link below), this sort of scenario might actually make a good ‘aptitude’ test, especially since it’s now easier to log what people do and to categorise it. I can envisage a business vignette (no elves this time) in which the system monitors the type and quantity of information you seek, the sort of logic you use, any over-riding strategies that appear to govern your behaviour etc – in essence a fusion between traditional psychometrics and what are sometimes called ‘management flight simulators’.
July 2, 2010
If you want to read a contemporary book on business psychology that spans individual, group and organisational behaviour, which gives you an idea of how psychological thinking has developed in these areas, and brilliantly covers the options for HR and OD practitioners, Eugene McKenna’s slight little 816 page tome is the one for you: Business Psychology & Organisational Behaviour, Psychology Press (2006). Seriously, if you would like to know what it’s all about, this is a very good place to start.
June 15, 2010
I am always on the look out for new ideas in leadership and Emmanual Gobillot’s book strikes a chord. In Leadershift he provides a useful insight into four societal trends that are flipping leadership on its head. That’s the DEAD bit.
- Demographic – we are now leading people we have little in common with, often from really different generations.
- Expertise – this is coming from all over the place. Mass collaboration, crowdsourcing, you name it, it’s all up for grabs.
- Attention – all that noise. It’s harder to get people’s attention and reasons for working, and ways of working, are changing.
- Democracy – this is the big one. Leaders have little direct control over their resources, and the way we feel about organisations changes, routinely. God bless you BP!
I think we may need some new business models and to work out ways for organisations to create their own information space. The book is called: Leadershift: Reinventing Leadership for the Age of Mass Collaboration. Kogan Page (2009).
May 21, 2010
The culture-breakfast thing is an expression usually attributed to the great management thinker, Peter Drucker, and is one that neatly captures the essence of business psychology. So plan all you like, if you want to be successful you need to work out what brings you together as an organisation.