4 Box Models

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A Collection Of 4 Box ModelsCollated By Martin Schmalenbach

A posting on UKHRD in October 2003 for people to share any 4 box

models has resulted in the compilation of this document.

In it you will find a number of 4 box models related to the HRD world.

There are doubtless many more from other fields.

Each model is presented on a single page, with pointers to source

material and further reading.

Individual contributors are acknowledged, and there is a brief primer

on using the 4 box model structure for more quantitative work, and for

representing not just 2, but as many as 5 dimensions on the grid.

This document may spur others to contribute, in which case,

contributors please send full details of the 4 box model by email to

[email protected]

A Collection Of 4 Box Models

Contents

Introduction...............................................................................................................................2Ways Of Scoring 4-Box Matrices..............................................................................................3

1-9 or -4 to +4.......................................................................................................................3Blob Size...............................................................................................................................3Blob colour/shading..............................................................................................................33-D with bars.........................................................................................................................4Clusters.................................................................................................................................4Combinations........................................................................................................................4

The Models...............................................................................................................................5Model Selector Grid..............................................................................................................5The Coaching Skill/Will Matrix..............................................................................................6The Urgency/Importance Matrix............................................................................................7Johari Window......................................................................................................................8The Trust/Risk Matrix............................................................................................................9The Personal Competence Awareness Matrix....................................................................10The Scenario Analysis Matrix..............................................................................................11The Support/Challenge Matrix............................................................................................12The Risk/Reward (Kraljic) Matrix.........................................................................................13The Energy/Investment Matrix............................................................................................14The Skill/Will Matrix.............................................................................................................15The Ambiguity/Complexity Matrix........................................................................................16The Power/Influence Matrix................................................................................................17The Customer Attractiveness / Business Strength Matrix...................................................18The Change Amplitude/Scope Matrix.................................................................................19The Change Arena Matrix...................................................................................................20The Risk/Effort or Spend Matrix..........................................................................................21The Salesperson Concern/Company Orientation Matrix.....................................................22The Assertiveness/Responsiveness Matrix........................................................................23The Competence/Attitude Matrix.........................................................................................24The Motivation/Challenge Behaviour Matrix.......................................................................25The Innovations Paradigms Matrix......................................................................................26The Morale/Effectiveness Matrix.........................................................................................27The SWOT Matrix...............................................................................................................28

Contributors............................................................................................................................29Networking..............................................................................................................................30

Networking Web Sites.........................................................................................................30On Line Business Forums...................................................................................................30Women In Business............................................................................................................30Other Useful Links..............................................................................................................30

1


IntroductionA number of people responded to my request for 4-box matrix models used within the spheres of people, team, management and/or organisation development. What follows is a summary of what they responded with. Where possible I have left the reader to follow up specific web addresses and further reading where more complete information can be found.

On the face of it, some of these matrices will appear very simple, to the point of triviality. Don’t let this detract from the fact that sometimes being faced with the stark choices they offer can help to clarify issues in your own mind, and so help with the decision making process. That is after all their main function!

I have in places done some editing. This is to reconcile where I think it’s appropriate, similar models but with slightly different emphases. For example, a number of people contributed what is in this document the Skill/Will matrix. All used different language but I believe all were essentially saying the same thing, so I’ve condensed these in to one matrix and edited the language. Any mistakes therefore are mine alone and cannot be laid at the feet of any of the contributors, and we are all indebted to their generosity in this regard.

This document has only been possible through the power of networking, so I’d direct you to the last section, Networking, for a list of websites that facilitate more generalised networking. I don’t endorse them in anyway as it very much depends on why you might network – so some networks will fit some needs better than others!

Finally, this document is not designed to plagiarise, merely to collate!

Martin SchmalenbachFebruary 2004.

2


Ways Of Scoring 4-Box MatricesThere are a number of ways of using 4-box models. The most common is simply to indicate which of the 4 boxes is relevant at the time by selecting an extreme for both of the dimensions that run along the bottom and side of the 4 box grid. Some of the other ways are outlined below. Most can be used in combination, and all are a variation on the above.

1-9 or -4 to +4Score the strength in each dimension. Each dimension is scored from 1-9 (or -4 to +4), with 5 (or 0) representing the border between one category (e.g. LOW) and the other (e.g. HIGH). It is possible to end up with a co-ordinate, eg (2,8). Alternatively each of the 4 boxes can be scored individually as 1-9 (or any range you like). See right.

Blob SizeA blob may be used instead of a simple ‘X’ to mark a point on the grid – using the 1-9 or similar scoring system to state where the centre of the blob is located on the grid. The relative blob size or diameter can then be used to indicate a third dimension, for example risk, certainty, turnover, duration, etc.

Blob colour/shadingSimilar to the blob size method – in fact it is not unusual to use both together – the blob colour can indicate an additional dimension, either to identify an organisation or individual that the blob refers to or who placed the blob on the grid, or to indicate risk factors (red = high etc).

3

Dimension 1

Dim

ension 2

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3-D with barsA bar is placed on a 3D depiction of the grid. It’s height reflects a third dimension, such as risk or certainty. See right:

There is no reason why the colour of the bars can’t represent an additional dimension, e.g. risk (high risk could be represented by a red bar)

ClustersA number of people or organisations place a simple mark (or a blob to indicate certainty etc) on the grid. The clustering or spread of the marks indicates the degree to which the group as a whole agrees or not about the situation under review. See below.

The left diagram shows little agreement – the marks are spread all over, whilst the right diagram shows agreement – a clear clustering in the top right quadrant.

CombinationsThe various blob techniques lend themselves to being combined with each other. A less obvious method is the hovering or 3D blob. Using any or all of the above blob techniques, the blob is placed hovering over or under the grid, with the grid depicted in 3D, and a line extends vertically from the blob to the point on the grid where it would land should it fall or climb vertically – see right!

With the height above/below the grid, the bob size and colour, it is possible to have 5 dimensions represented on the diagram!

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LowDim 1 High

Dim 2 Low

Dim 2 High

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The ModelsThe models follow on the next pages.

Model Selector GridBelow is a quick ‘selector’ grid, designed to quickly point you to a model based on your current need.

Application ModelsAccount Management Customer Attractiveness / Business Strength, Power/InfluenceBusiness Development SWOTChange Competence/Attitude, Change Arena, Change Amplitude vs Scope, Support/ChallengeCoaching Johari Window, Coaching Skill/WillCommunications Assertiveness/Responsiveness Decision Making & Risk SWOT, Risk/Effort vs Spend, Effort/Reward, Impact/UncertaintyFeedback Johari WindowInnovation & Creativity Innovations Paradigms, Motivation/Challenge Behaviour Leadership Skill/WillManaging Relations Trust/RiskMarkets & Competition SWOTOrganisation Development Morale/Effectiveness, Competence/Attitude Personal Development SWOT, Motivation/Challenge Behaviour, Assertiveness/Responsiveness, Skill/Will, Personal

CompetencySales Development Concern/Company OrientationSituation/Scenario SWOT, Ambiguity/ComplexityStakeholder Analysis Power/InfluenceStrategy SWOT, Change Arena, Change Amplitude vs Scope Stress Management Urgency/ImportanceTeam Building Skill/Will, Energy/MotivationTime Management Urgency/Importance

5


The Coaching Skill/Will MatrixFurther Reading http://www.performance-am.com/PDF/The%20Coaching

%20ManagerSkillWill.pdfThe Tao of Coaching – Max LandsbergKen Blanchard – Situational Leadership Model.

Applications Coaching

This model is used to determine the appropriate approach to coaching an individual (coachee) with a given degree of skill and will, as described below in the diagram.

Co

achee

’s Skill

High

The skilled experienced person who is in need of attention of some description and may be

being affected by the challenge of change.

The skilled worker who is looking for more opportunities to grow and

develop.

Low

The beginner to a role, project or task who is just starting out and is nervous or may have already tried

and failed.

The enthusiastic beginner new to a particular role, project or task.

Low High

Coachee’s Will

The Skill/Will Matrix

Applying the skill/will matrix principles will enable you to ensure that you are taking the appropriate approach with each individual in the team when you are asking them to perform tasks.

6

http://www.performance-am.com/PDF/The%20Coaching%20ManagerSkillWill.pdf



The Urgency/Importance MatrixFurther Reading Steven Covey’s Seven HabitsApplications Time Management, Stress Management

This model is used to prioritise tasks.

Urg

ency

High

DelegateTo competent person whoCan work unsupervised

Fire fighting, CRISIS!!

DO NOW!

Low Don’t do this! It’s not your job!Planned for.

Consider delegating to developing person who will need supervision

Low High

Importance

The Urgency/Importance Matrix

It is important to avoid abdication of responsibility – you need to consider those tasks that are core to your role and can not be delegated, and are in this context are classed as HIGH IMPORTANCE. Other tasks may be done by you but are not core, so use these opportunities to develop others in your team. Of course try to do the same for some of your core tasks too – give subordinates a taste of your role – it will help them with their career development.

7


Johari WindowFurther Reading http://www.knowmegame.com/Johari_Window/johari_window.html Applications Disclosure/feedback awareness

Oth

ers

Unknown To

Hidden Unknown

Known To Others

Open Blind

Known To Self Unknown To Self

Self

The Johari Window

Open: The open area is that part of our conscious self - our attitudes, behavior, motivation, values, way of life - of which we are aware and which is known to others. We move within this area with freedom. We are “open books”.

Hidden: Our hidden area cannot be known to others unless we disclose it. There is that which we freely keep within ourselves, and that which we retain out of fear. The degree to which we share ourselves with others (disclosure) is the degree to which we can be known.

Blind: There are things about ourselves which we do not know, but that others can see more clearly; or things we imagine to be true of ourselves for a variety of reasons but that others do not see at all. When others say what they see (feedback), in a supportive, responsible way, and we are able to hear it; in that way we are able to test the reality of who we are and are able to grow.

Unknown: We are richer and complex than that which we and others know, but from time to time something happens - is felt, read, heard, dreamed - something from our unconscious is revealed. Then we “know” what we have never “known” before.

We can expand our ‘open’ area (see diagram above right) through feedback – asking for information – or through disclosure by telling or giving information to others.

8

http://www.knowmegame.com/Johari_Window/johari_window.html


The Trust/Risk MatrixFurther ReadingApplications Managing Relationships

This matrix can be used to characterise the style and approach of another party/person with regards to a relationship – perhaps with yourself.

Trust

Quick To Trust

95

1

Adventurous / Entrepreneur Team Player

Slow To Trust

Individualistic Evaluating

1 5 9Risk Willing Risk Averse

Attitude To Risk

The Trust/Risk Matrix

By scoring on a scale of 1-9 for each dimension, it is possible to plot these scores on the grid to see how much observers agree in their perceptions of the third party’s approach to the relationship. It can also be compared with the third party’s own perception and score, using any differences as a starting point to develop the relationship and/or third party/person’s relationship management skills.

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The Personal Competence Awareness MatrixFurther ReadingApplications Personal Development

Co

nsciousne

ssConscious

2 3

Unconscious

1 4

Incompetent Competent

Competence

The Personal Competence Awareness Matrix

An individual starts off in box 1 – unconscious incompetence – they don’t know what they are bad at!. They then become aware of their incompetence – it doesn’t matter how at this point. They are now in box 2. They do something about this, and become competent, and they know it. Finally, practice and experience takes them, over time, to being so competent that they don’t even give it a second thought – they are now unaware of what they are good at!

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The Scenario Analysis MatrixFurther ReadingApplications Decision Making

Impa

ctHigh

95

1

Caution Risky

Low Safe Gamble

1 5 9Low High

Uncertainty

The Scenario Analysis Matrix

For any given scenario there will be an impact and a degree of uncertainty. Knowing roughly how much of each can help in determining an approach and in managing expectations. By scoring each dimension 1-9 and plotting the scores on the grid it is possible to determine a general level of perception and the agreement (or not!) between those involved as to how the scenario is viewed.

Behaviours will be determined in part by how each player perceives the relative risk and uncertainty factors. This can help in establishing the degree of control and/or further analysis/data gathering needed before proceeding with the task or project.

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The Support/Challenge MatrixFurther ReadingApplications Change

Su

pport

High

95

1

Cosy Club Loving Boot/High Performance

Low Inertia / Apathy Stress

1 5 9Low High

Challenge

The Support/Challenge Matrix

Inertia/apathy – nothing changes, rather the status quo remains.

stress – where short term achievements may result from putting someone under pressure but in the long-term you achieve little.

cosy club – where everyone pats each other on the back but no one really confronts the real issues.

loving boot/high performance – where people are challenged to stretch themselves in a firm but loving way. This provides the opportunity for real growth.

Again team members can score their perception for each dimension and plot the results on the grid. The degree of (dis)agreement will be the source of rich discussions leading to affirmative action – or argument!

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The Risk/Reward (Kraljic) MatrixFurther ReadingApplications Decision Making

Effo

rt/Risk

High

95

1

Drains / Bottleneck Big Wins / Strategic

Low Distractions / Routine Easy Kudos / Leverage

1 5 9Low High

Reward

The Effort/Risk vs Reward Matrix

Simply put – given a task or project etc – is it worth doing? Will it take you away from core activities, but not give a good enough return?

Scoring on scales of 1-9, plotting the results on the grid etc can be useful for getting an idea of consensus levels and if different parties are operating to different agendas and/or understandings of the situation and task.

The effort/reward dimension can be replaced by any risk-related dimension, e.g. complexity and associated risk of supply market. Likewise for the reward dimension, and reward dimension, such as opportunity costs, can substitute for it.

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The Energy/Investment MatrixFurther ReadingApplications Team Development

Mo

tivation

High

95

1

Spectators Players

Low Passengers Cynics

1 5 9Low High

Energy Investment

The Energy/Motivation Matrix

People need both the desire (motivation) and drive (energy) to achieve goals.

e.g.People who would like to do a qualification, but don't have the desire often find every excuse under the sun as to why they can't do it at the moment.When their drive reaches a certain level, they will find ways and means around any potential problems to satisfy their desire.

Discussion areas:

Everyone moves into the different arenas - but problems arise when people get 'stuck' in one arena and tend to spend most of their time there.

Consider your team and where they sit on this model for a particular task / project / event.

Consider if anyone is 'stuck' in a particular arena? Why might people get 'stuck' anywhere? What can you as a leader do to move people towards being PLAYERS? What responsibility can / should individuals take for themselves?

Discuss the group's ideas for moving their staff and the barriers that they might face.

What happens if a number of your team are cynics / passengers / spectators / players? As a leader, where do you invest your energy? What leadership styles do you think could be appropriate for your team?

- Depending on the situation a variety of styles could be used …. Draw the ideas out of the group.

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The Skill/Will MatrixFurther Reading Steven Covey, http://www.performance-am.com/PDF/The%20Coaching

%20ManagerSkillWill.pdfApplications Team and Personal Development, Situational Leadership

Skill

High

95

1

Guide Delegate / Empower

Low Direct Excite/Enthuse/Engage

1 5 9Low High

Will

The Skill/Will Matrix

Guide (low skill and high will) Invest time early on: Coach and train Answer questions and explain Create a risk-free environment to

allow early mistakes and promote learning

Relax control as progress is shown

Delegate (skill and will are both high) Provide freedom to do the job: Set objectives not the method Praise, do not ignore Encourage coachee to take

responsibility: Involve in decision making Take appropriate risks

Direct (both skill and will are low) First build the will:

Provide clear briefing Identify motivations Develop a vision of future performance

Then build the skill: Structure tasks for “quick wins” Coach and train

Finally sustain the will: Provide frequent feedback Praise and nurture BUT – supervise closely with tight

control and clear rules/deadlines

Excite (high skill and low will) Identify reasons for low will Motivate Monitor and provide feedback

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The Ambiguity/Complexity MatrixSource Brian Harris, [email protected] Further Reading Eliot Jaques – “Requisite Organisations” pub: Casson-Hall

Bob de Wit & Ron Meyer “Strategy: Process, Content, Context, 2nd Ed”, p45Applications Situations

Co

mplexity

Complex

95

1

Guess Strategic Decision

Simple No Brainer Puzzle

1 5 9Clear Ambiguous

Ambiguity

The Ambiguity/Complexity Matrix

The nature of the situation may dictate the approach needed to deal with it, to the extent that some individuals (in leadership roles) may not be able to address the situation.

No brainer – things are clear & simple and can be tackled by anybody.

Puzzle – things are simple but ambiguous. Further structured investigation should resolve any ambiguity with relative ease.

Guess – things are clear yet complex. Standard (statistical) approaches to dealing with these things apply (see de Wit & Meyer).

Strategic decision – nothing is clear & simple or obvious perhaps. This area falls in to the ‘wicked problem’ area (see Rittel in de Wit & Meyer) and no conventional tools will resolve the issues – even trying to simplify or clarify can change the nature of the situation. So cope instead of solve, by taking a strategic decision.

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mailto:[email protected]


The Power/Influence MatrixFurther Reading http://62.189.42.51/DFIDstage/FOI/tools/chapter_02.htm Applications Stakeholder Analysis / Key Account Management

Po

wer/Im

porta

nceLots

95

1

A B

Little C D

1 5 9Little Lots

Influence

The Power/Influence Matrix

Those included in Boxes A, B and C are the key stakeholders in the activity: they can significantly influence it or are most important if the activity's objectives are to be met.

Box A shows stakeholders of high importance to the activity, but with low influence. They require special initiatives if their interests are to be protected.

Box B shows stakeholders of high importance to the activity who can also significantly influence its success. Managers and donors will need to develop good working relationships with these stakeholders to ensure an effective coalition of support for the activity.

Box C shows stakeholders who are of low priority but may need limited monitoring. They are unlikely to be the focus of the activity.

Box D shows stakeholders with high influence, who can affect outcome of the activity, but whose interests are not the target of the activity. These stakeholders may be able to block the activity and therefore could constitute a 'killer risk'.

This matrix can help you decide which person to allocate to which account for example, for best outcome.

17

http://62.189.42.51/DFIDstage/FOI/tools/chapter_02.htm


The Customer Attractiveness / Business Strength MatrixFurther ReadingApplications Key Account Management

Cu

stome

r Attractive

ness

High

95

1

Selectively Invest Invest / Grow

Low Manage For Cash & Withdraw Maintain

1 5 9Low High

Business Strength

The Customer Attractiveness / Business Strength Matrix

How attractive is the customer against how strong your business is

Manage for cash & withdraw – the customer is not very attractive, and it’s in an area that is a low strength for your business – get out whilst still receiving profitable income.

Maintain – the customer is not too attractive, but it’s a high strength area for your business. Maintain the activity to support a key business strength – but keep under review!

Selectively invest – the customer is attractive, but in an area of low strength (not weakness!) for your business. Look to invest in developing that strength and the customer relationship.

Invest / grow – the customer is attractive and in an area that is core to your strengths – go for it!

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The Change Amplitude/Scope MatrixFurther Reading Bob de Wit & Ron Meyer “Strategy: Process, Content, Context, 2nd Ed”, p244Applications Change, Strategy

Am

plitud

e of C

han

geHigh

95

1

Revolutionary Change Focused Radical Change

Low Comprehensive Moderate Change Evolutionary Change

1 5 9Broad Narrow

Scope Of Change

The Change Amplitude/Scope Matrix

This model helps to consider the magnitude of change when considering changes in organisation and changes in strategy – see below:

Change In Organisation Changes In Strategy (State) (Direction) More conceptual Culture Vision(Thought) Structure Positions

Systems ProgrammesMore Concrete(Action) People Facilities

Do all 8 aspects of the organisation need to be changed in unison or whether bits and pieces can be changed one after the other?

In discontinuous change perspectives, revolution demands comprehensive action on all 8 fronts – the scope of change must be broad. In continuous change perspectives, evolution demands a high number of piecemeal adjustments to be made over a prolonged period of time, so whilst the accumulated changes may be broad in scope, each individual change is actually narrow in scope.

Secondly, what ever the changes, do they need to be moderate or radical in nature? In discontinuous change perspectives, revolution demands a radical departure from the present situation – the amplitude of change should be high. In continuous change perspectives, evolution demands a gradual development out of the present situation by means of moderate steps – the amplitude of change should be low.

19


The Change Arena MatrixFurther Reading Bob de Wit & Ron Meyer “Strategy: Process, Content, Context, 2nd Ed”, p299Applications Change, Strategy

Re

sistance F

orceHigh

95

1

No Change Discontinuous Change

Low Sporadic Change Continuous Change

1 5 9Low High

Change Force

The Change Arena Matrix

When used in conjunction with the previous model (scope vs amplitude) it can become easier to see the actions required upon choosing a change strategy, or the change strategy dictated to you by choosing a specific place in the change arena.

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The Risk/Effort or Spend MatrixFurther Reading Charles Handy “Understanding Organisations”Applications Decision Making

Risk

High

95

1

Some allocation No Allocation

Low Allocate with pleasure! Low allocation

1 5 9Low High

Effort/Spend

The Risk vs Effort/Spend Matrix

Where should you allocate cash resources, for example?

Scoring on scales of 1-9, plotting the results on the grid etc can be useful for getting an idea of consensus levels and if different parties are operating to different agendas and/or understandings of the situation and task.

Also, the scoring system can be used to weight the amount of cash allocation in terms of percentage of total, for example.

21


The Salesperson Concern/Company Orientation MatrixFurther ReadingApplications Salesperson Mapping

Sa

lesperso

n Co

ncern for

custo

mer

High

95

1

Giving Away Margin Good balance

Low Doesn’t care Potentially unfair dealings for the customer

1 5 9Low High

Company Orientation

The Concern/Orientation Matrix

What is the general attitude of a salesperson with regards to the customer and the company?

Doesn’t care – this person cares neither for the customer nor the employer – move them!

Potentially unfair dealings for the customer – this could damage your reputation as a selling organisation (unless this was planned!) – find the source of this behaviour (misaligned incentive scheme, problems in recruitment etc) and address it.

Giving away margin – this sales person may not fully understand where the value-add comes from or where margin is lost – perhaps product/service retraining is needed – or they are being too eager to close the sale – further investigation needed.

Good balance – says it all – replicate this!

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The Assertiveness/Responsiveness MatrixFurther Reading http://www-rohan.sdsu.edu/~renglish/377/notes/chapt05/ Applications Personal Development / Social Styles / Selling Style

Asse

rtiveness

Assertive / Telling

95

1

Driver“What”

Expressive“Who”

Unassertive /

Analytical“How”

Amiable“Why”

1 5 9Non Responsive / Controlled Responsive / Emotional

Responsiveness

The Assertiveness/Responsiveness Matrix

Firstly, some definitions:

Assertive (dominance) - The degree to which a person attempts to control situations or the thoughts and actions of others.

Responsiveness (sociability) - The readiness with which a person outwardly displays emotions or feelings and develops relationships.

Versatility - Individual's ability to adjust personal pace and priorities to help interaction with a person of another style.

What is the general attitude of a salesperson with regards to the customer and the company?

Analytical – reserved technical specialists

Drivers – control freaks.

Amiables – support specialists.

Expressives – social specialists

The scoring 1-9 can be used to plot/gauge intensity of behaviour, or preference for using that behaviour.

Gauge your preferences and those of your key customer contact. Try to align your behaviours and language with theirs – sell to them in the way they want to be sold to! Be aware of your less-preferred styles and develop strategies to deal with them.

Visit the further reading reference on the Internet.

23

http://www-rohan.sdsu.edu/~renglish/377/notes/chapt05/


The Competence/Attitude MatrixFurther Reading Good To Great, By Jim Collins, Harper-CollinsApplications Culture change (downsizing?!)

Co

mpe

tence

High

95

1

Poisoners On The Bus

Low Off The Bus Management project

1 5 9Low High

Attitude

The Competence/Attitude Matrix

What kind of people do you want to keep as you move the culture forwards?

Off The Bus – don’t expend your efforts here – they are too much work – you don’t want them on your journey to the future! These need to leave the organisation.

Poisoners – these need more consideration – they perform, but their attitude sucks. Because they perform their attitude could be picked up more readily by others. These people poison the future. It would be wise to determine why their attitude is so bad. Treat with caution with a possible view to removal.

Management Project – these people have the right kind of attitude, but low competence. The competence bit can be fixed through training, coaching and good management – unless they are square pegs in round holes – so look for the right shaped hole! Look to keep these as potential stars for the future. WARNING – it may indicate a development need for the manager!

On the bus – you keep these! These people will help you take the culture forwards now. Keep them on your bus for the journey to the future!

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The Motivation/Challenge Behaviour MatrixFurther Reading Innovation Potential Indicator, Oxford Psychologists PressApplications Individual Approach To Innovation

Mo

tivation T

o C

hang

eHigh

95

1

Co-operator Change Agent

Low Inhibited Innovator Catalyst

1 5 9Low High

Challenge Behaviour

The Motivation/Challenge Matrix

Assuming everybody can innovate in some way, are they content to initiate change as a result of innovation, and are they motivated to challenge the status quo and so trigger innovation in the first place? This matrix can help with identifying and managing the different styles within a team.

Co-operator – this person is keen to change but is not likely to challenge the status quo – they need somebody to do that for them.

Catalyst – less keen to change, but certainly keen to challenge the status quo, these individuals are useful at the start, but may need careful management – perhaps to get them involved incrementally with change.

Inhibited innovator – these people can innovate, can change, but for some reason, at the present, they are not motivated to change or challenge.

Change agent – these people are not only keen to challenge the status quo, but also to do something about it. They may need careful management to direct their energies and enthusiasms such that those around them aren’t affected negatively by their sometimes excessive zeal.

25


The Innovations Paradigms MatrixFurther Reading Creativity And The Management Of Change, T Rickards, Blackwell Business, Oxford (p55)

MSc Thesis “A New Model For Workplace Innovation”, www.p-nrg.com/resources/thesis.pdf Applications Cultural Style For Innovation

Co

ntrol C

ulture

Radical

Revolutionary Insights & Discoveries Stage Models

Regulatory

Concealed Learning Planned ImplementationIncrementalism

Subjective / People Objective / Task

Focus

The Innovations Paradigm Matrix

For a given route to innovation (see the 4 boxes), a particular organisation’s culture may help things along, or be a hindrance. Large monolithic commercial organisations are likely to favour objectivity and regulation (rules, policies, structures etc) and so would find it difficult to engage with revolutionary insights of the kind needed to avert a major strategic disaster for example.

Concealed learning – the individuals are learning and innovating, but the control culture is not allowing that learning to spread – it’s concealed.

Planned implantation/incrementalism – here the nature of the innovation is about improving the current situation slightly, e.g. Government requirements to shave 2 or 3% from spending budgets every year drives small, incremental innovations.

Stage models – enable task-focused organisations to get radical but through the medium of models, working through a series of stages perhaps.

Revolutionary insights – there are no bounds or controls, and individuals doing the learning can share and spread ideas, and go wherever – this is often where the really radical stuff can be expressed.

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http://www.p-nrg.com/resources/thesis.pdf


The Morale/Effectiveness MatrixFurther Reading An Experiential Approach To Organisation Development 6th Edition, Harvey & Brown D, 2001

Prentice Hall, page 100Applications Organisation Development / Consultancy

Mo

raleLow Cheerleader Pathfinder

Persuader

High Stabilizer Analyser

Low High

Effectiveness

The Morale/Effectiveness Matrix

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The SWOT MatrixFurther Reading http://www.quickmba.com/strategy/swot/Applications Organisation/Strategy Stock Take

Focu

sExternal

Opportunities Threats

Internal

Strengths Weaknesses

Supporting Countering

Categories

The SWOT Matrix

The SWOT Matrix has been with us for some time. How many people think of it in terms of a 4 box model?!

The two dimensions are as depicted – internal/external focus, and supporting and countering aspects.

It can be looked at in terms of the fit between reality and proposed strategy, or used to look at current reality in order to determine strategy.

Strengths – internal focus, i.e. on the organisation itself. What does the organisation have (that sets it apart from the competition) that will have it well placed to execute its strategy?

Weaknesses – internal focus, i.e. on the organisation itself. What does the organisation have or lack (that sets it apart from the competition) that will make it poorly placed to execute its strategy?

Opportunities – what lies outside of the organisation that will work in favour of the strategy?

Threats – what lies outside of the organisation that will work against the strategy?

Under each heading you list those features and elements that apply to the current situation and strategy.

Please note that the strengths box should not be a simple mirror or opposite to the weaknesses box, and the same for the other two boxes.

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ContributorsThe following people all kindly contributed models, suggestions, sources and I am grateful to them.

Allan Mackintosh Performance Management Coaching,[email protected]

Bernard Amos Leornian Consulting,www.leornian.com

David Balkind [email protected]

David Cotton David Cotton Associates,http://www.davidcottonassociates.com/

Katy Walton [email protected]

Lynne Ewer-Morgan In Business, 22 Hundred Acres Road, Wickham, [email protected]

Marj Setters [email protected]

Martin Schmalenbach Potential Energy [email protected]

Oxford Projects Ltd http://www.oxfordprojects.co.uk/

Tim Royds Highclere Sales Training,[email protected]

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http://www.oxfordprojects.co.uk/





http://www.davidcottonassociates.com/


http://www.leornian.com/

http://www.pmcscotland.com/



NetworkingThe following web sites facilitate networking and are offered without prejudice or judgement.

Networking Web Siteshttp://www.ecademy.com/http://www.bni-europe.com/http://www.brenet.co.ukhttp://www.ryze.comhttp://www.magentacircle.co.uk http://www.networking121.com

On Line Business Forumshttp://ox1.biz/forum/http://www.ukbusinessforums.com/http://www.everywoman.com/network/http://www.shell-livewire.com/forums/http://www.startups.co.uk/forum/http://www.bagladyit.com/forums/http://www.buddynetwork.com

Women In Businesshttp://www.networkingbusinesswomen.co.ukhttp://www.everywoman.com/http://www.network.auroravoice.com/http://www.bagladyit.com/http://www.bawe-uk.org/http://www.bpwuk.org.uk/http://www.womeninruralenterprise.co.uk/http://www.allwoods.org.uk/prowl.htm

Other Useful LinksThere are many more helpful business-related links to be found athttp://www.sixdegreesnetwork.co.uk/links.htm

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http://www.sixdegreesnetwork.co.uk/links.htm

http://www.sixdegreesnetwork.co.uk/














http://ox1.biz/forum/index.php

http://www.networking121.com/






4 Box Models

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