Created by a man named Donald Norman, Norman’s Reaction Cycle is a model that has been used for years to analyze the steps individuals take as they move from simply forming a goal to actually accomplishing it.

There are two main steps in Norman’s Reaction Cycle (also referred to as Norman’s Action Cycle). The first is execution and the second is evaluation.

During the execution phase the person in question will form a plan or goal and take specific actions aimed toward reaching that goal. This phase includes everything from the mental processes involved in planning to the physical actions and movements one makes to reach the goal.

The evaluation phase is then used to judge whether or not the person in question has achieved the outcome or goal he originally desired. This involves comparing what one actually sees to what one thought they would see as an end result.

There are a number of subsequent actions that make up both the execution and evaluation phases. Execution involves having intention, creating a sequence of actions, and then performing those actions. Evaluation involves the individual’s perception of the result, determining what that perception means, and evaluating whether or not those perceptions are accurate or if they have meaning.

Norman’s Reaction Cycle is often applied in technical situations. Often times the person performing a task will have the ability to check his actions against a manual or list of instructions. In these cases, they are able to determine whether or not the manual was useful in reaching the end goal as well.

The human mind is an incredible thing. The ability to evaluate the actions we take is incredibly important when it comes to finding business solutions that work. The more open we are to change and critique, even from ourselves, the more successful we will become!

Thanks again,

Sean McPheat
Managing Director
MTD Management Training

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The Innovation Equation is really an incredibly interesting and realistic theory. We are often so worried about whether or not we are doing things “right” or “wrong” that we begin to overanalyze the problems and tasks in front of us.

These concerns over the differences between right and wrong often lead us to failure. It makes logical sense that to be concerned over doing something correct will lead to success, but realistically our fears usually hold us back from experimentation and creativity. Therefore, the probability of a mediocre or lackluster end result is higher.

The Innovation Equation focuses mainly on four key elements: insight, execution, probability, and time. These aren’t the only key inputs you need to consider when reviewing a project, but they’re certainly amongst the most important.

Insight is one of the most important concepts. You must be able to look at a project, understand where there are opportunities and then create a series of ideas that will bring you to an ultimate solution. You’ll have to use probability equations to determine the likelihood of some of your ideas being successful, and you may be surprised at the results. Sometimes ideas that seemed logical don’t work while those that seemed outrageous produce results far better than we ever could have imagined.

If the culture of your organisation supports innovation and creativity then you will see incredible results from your employees and team members. If not, you’ll see a lack of enthusiasm and will likely find yourself dealing with negative project outcomes more often than you’d like. Why not allow your employees a little more room to breathe creatively while working?

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Training

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

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”