The Four Types of Cooperation Tools  Vision  Folklore  Religion  Rituals  Tradition  Demorazy  Apprenticeship  Strategic planning  Measurement systems  Standard operating procedures  Training  Transfer pricing  Financial incentives  Hiring and promotion  Control systems  Threats  Coercion  Fiat  Role definition  Negotiation  Role modelling  Salesmanship  Charisma Leadership Tools Culture Tools Power Tools Management Tools Broad consensusNo consensus Broad consensus No consensus Extent to which people agree on cause and effect Extent to which people agree on what they want

The Conversion Model of Brand Loyalty Secure usersVulnerable users Open non-usersUnavailable non-users ShallowConvertible Available AverageEntrenched WeaklyAmbivalentStrongly Competitive brands Floating voters Your brand

The Berenschot Project Management Model Project Sub-project 2. Product hierarchy Definition ExecutionDesign After-care GOAL! 1. Life cycle Pre-process phase 3. Project Fundamentals -... initial plan Act CheckDo Plan results 4. Management cycle (ongoing)

Covey’s seven habits of highly effective people 7 Sharpen the saw 1 Be Proactive 4 Think win-win 2 Begin with end in mind Understand, then be understood 5 Synergize 6 First things first 3 Independence Interdependence 

Stress Mistakes Alienation Work pressure Technology External freedom Internal freedom Too limited? External control skills Sense of purpose Motivation Initiative Employee Absence/turnover Illness Participation Insufficient? Education Too little? Internal control skills Sociotechnical Organisation

Love of truth Openness Espoused theory v. in-use Ladder of inference Balance inquiry Data v. abstractions from data Testing assumptions Left-hand column Essences Principles Practices 2. Mental Models Collective intelligence Alignment Complementary dialogues and discussions Defensive routines Suspending assumptions Acting as colleagues Surfacing own defensiveness Practising 4. Team Learning Essences Principles Practices Common purpose Partnership Shared vision of individuals Commitment, rather than compliance Envisioning through sharing visions, listening and free choice Acknowledging current reality Essences Principles Practices 3. Shared Vision Being Generativeness Connectedness Vision Creative v. emotional tension Subconscious Clarifying personal vision Holding creative tension with focus on results and seeing current reality Making Choices Essences Principles Practices 1. Personal Mastery Holism Interconnectedness Structure influences behaviour Policy resistance Leverage System archetypes Simulation Essences Principles Practices 5. System Thinking

Quality and safety management Cost managementLogistics management Elimination of muda (waste) Standardization Five Ss (good housekeeping) Team work Individual discipline Morale Quality circles Ideas Worker operations InformationEquipment Products and materials Profit management Foundation Three key elements of kaizen Impact areas

Core data Situational characteristics Comparison with core data of similar companies Company characteristics Product complexity Company size Organisation complexity Company performance Organisational management Organisational structure Management style Responsibility Planning and control Benchmarking

The chaos model ‘BUDDING’ NEW ORDER NEW OLD REGRESSION ‘GETTING STUCK IN THE BUD’ CHAOS Coalitions Trial-and-error structures Coexistence of multiple new growth cores PREFERENTIAL FLUCTUATIONS Change impetus, seeking innovation Increasingly dynamic structure NORMAL FLUCTUATIONS Control Relative stability Perceived progress in time Ability to cope 1 st wave 2 st wave  