Today’s management model is a little more complex than some of the others we have looked at. The Capability Maturity Model, also referred to as CMM, is sort of like a “Best Practices” model for the Information Technology industry. I’m sure you’re familiar with software programs that are released early for use, only to have a number of bugs and glitches that require multiple patches and upgrades within a short period of time.

Back in the early 1980’s the Software Engineering Institute began research to assist in resolving these issues. They came up with the Capability Maturity Model which encourages software development companies to use processes that are mature, or that have been tested and are known to have a high level of results and a low risk of unknown complications. A mature process was necessary not only to save money on fixing glitches and bugs, but also to keep customer service satisfaction levels high, as they had begun to suffer from all of the necessary problems and the work involved in finding a solution.

These same problems can have a significant impact on the workplace as well. Imagine installing new software on each employee’s computer only to have slow down your workforce by 50% or more because of problems or glitches. Most of your employees were likely resistant to the change to begin with and presenting a program that gave them troubles only compounded the reasons they had for their fears.

Does your office have a mature method for implementing change? Do you research the possible outcomes in an attempt to determine which have the highest probability for success with the least amount of problems? This concept can be applied to the new employee hiring process, to training, and to everyday client-problem solution scenarios.

Take a look at your workflow and determine whether or not you have a mature process for solving problems or if you simply grasp at straws. What changes can you make to improve the way your business functions?

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Training

Click below for a:
Free email course “Improve your Management Skills”

Force field analysis is another great management model, originally developed by a man by the name of Kurt Lewin in order to come up with a solution for diagnosing new situations. Specifically, the goal was to find creative ways of dealing with the usual resistance to change that is experienced in most professional settings.

The theory assumes that there are two types of forces that influence change, driving and restraining. Driving forces are those that are directing change in a certain direction and usually keep the process of change in motion. Restraining forces usually resist the driving forces and can present themselves in a number of ways, including through lack of enthusiasm, anger, or simple equipment malfunctions.

It becomes necessary to find equilibrium, or balance, between the driving and restraining forces. For example, a person in a management situation may find that being rude, demanding overtime, and having strict rules regarding breaks is a driving force in keeping the department running. Employees, however, become unhappy and resist by calling out sick, returning late from lunch, and by not paying attention to details on their projects.

In order to find balance, you must figure out how to alter the driving forces in a way that will still maintain productivity while reducing the restraining forces as well. Once you’re able to find balance, your employees will be happier and your department will run smoothly again.

Take a close look at your work groups. Have you found the right balance?

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Training

Click below for a:
Free email course “Improve your Management Skills”

The Directed Creativity Cycle is an interesting theory regarding how we observe and work within the world. This particular management model explores how business persons combine both creative and analytical thinking skills to generate new ideas that can be applied to life situations.

Each and every one of us prepares for life as we live it. We observe what is going on in the world around us and form an analysis about what is going on. We take what we have learned and then use our imaginations to generate new ideas that allow us to solve problems. Before taking action, we take a personal inventory of the ideas we’ve created, judge which are best, enhance the best ideas, and then evaluate which will work best. Once we decide which are best we can then implement and live with the new plan.

Whether we realise it or not we all cycle through each step of the directed creativity cycle. We all think carefully in order to make calculated movements that will impact our lives, our leadership abilities, and our relationships.

Of course, research on the directed creativity cycle doesn’t discuss whether or not the “imagination” really exists, assuming only that it does. It also assumes that the creation of new ideas is only worthwhile if they become reality. These ideas, of course, are a matter of interpretation, but if one is able to creatively come up with new ideas that allow them to function in the world, who are we to argue?

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Training

Click below for a:
Free email course “Improve your Management Skills”

Understanding and applying new technology can be difficult, especially for employees who have not been exposed to the types of technological tools you use within your organisation. It’s important to remember that learning about technology involves a cycle of experiences, just like any other type of training.

When working with team members and employees, remember that they won’t necessarily pick up on how to use a new piece of technology over night. They must first go through the following phases:

• Awareness,
• Exploration and Filtration,
• Learning,
• Personal and Professional Application, and
• Sharing and Reflection

The technology learning cycle, otherwise referred to as TLC, exposes people to technology and allows them to explore the ways those tools can be used within both their personal and professional lives. They have the opportunity to learn how to use each tool functionally and then share their new skills with others.

Every single time we learn about new pieces of technology we have the opportunity to go through the same cycle of learning. As managers, we have the unique position of being able to guide our employees through this cycle as well, giving them not only new knowledge, but they tools they need to succeed in business!

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Training

Click below for a:
Free email course “Improve your Management Skills”

According to Edgard Schein, one of the reasons we have difficulty facilitating learning within an organisation is because we do not properly understand the levels of culture within each learning group. As managers we must have a firm grasp on what it means to be exposed to the different types of workplace cultures so that we can effectively work within them.

Schein proposed that there are three levels of cultures:
• Artifacts
• Espoused Values
• Basic Assumptions of Values

Artifacts refer to things we can see with our own eyes. They include the way people dress, the way they organise their desks, and anything else you can visualise but not necessarily understand.

Espoused values include decisions we and our employees make consciously. They include our corporate philosophies, our personal and group goals, and even the strategies we devise to meet those goals.

The theory behind basic assumptions and values is that there are dozens of things we take for granted each day. This includes the way you perceive your fellow teammates or employees, what you assume their thoughts and feelings may be on any given subject, and anything else that you might guess about but really can’t know unless you ask.

These three main levels make up the corporate culture and aren’t nearly as cut and dry as they seem. On the upside, once you understand exactly how the people within your organisation think and behave you’ll find that developing a learning process will be a much simpler task.

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Training

Click below for a:
FREE email course “Improve Your Management Skills”