Organisational behaviourFramework / modelStorytellingHow can storytelling improve people, teams, or organisational effectiveness?Weave an appropriate story into a conversation to disclose something about yourself, engage people in an idea, teach, solve a problem, sell an offer or focus attention on what matters at work.
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Organisational behaviourFramework / modelStorytellingHow can storytelling improve people, teams, or organisational effectiveness?Weave an appropriate story into a conversation to disclose something about yourself, engage people in an idea, teach, solve a problem, sell an offer or focus attention on what matters at work.
Organisational behaviourTemplate / formProduct team operating modelHow will a cross-functional product team divide responsibilities and run recurring work?
Organisational behaviourTemplate / formWays-of-working agreementHow will the team communicate, decide, coordinate work, handle conflict, and review its agreements?
Organisational behaviourTemplate / formHiring-manager preparation checklistHas the hiring manager defined the role, loop, interviewers, evidence bar, and candidate experience?
Organisational behaviourTemplate / formWeekly team meeting agendaHow should a weekly team meeting balance information, recognition, learning, decisions, and connection?
Organisational behaviourTemplate / formCohort session planHow should a live cohort session combine instruction, examples, practice, reflection, and follow-up?
Organisational behaviourTemplate / formLearning journey mapWhat should a learner know and do before, during, and after a structured program?
Organisational behaviourTemplate / formLearner scorecardHow can a learner and manager track knowledge, practice, confidence, and job performance?
Organisational behaviourTemplate / form30-60-90 onboarding planWhat outcomes, relationships, learning, and practice should a new team member complete in 30, 60, and 90 days?
Organisational behaviourTemplate / formTeam-state diagnosticWhich team conditions most constrain effectiveness, and what intervention should be tested next?
Organisational behaviourTemplate / formOwnership planHow should ownership transfer or evolve without losing decisions, context, and stakeholder trust?
Organisational behaviourKPI / metricTraining return on investmentHow should training return on investment be measured and interpreted?Answer the performance question: “How effective is our training in driving business results?”
Organisational behaviourTemplate / formProduct operating-model health checkIs a product operating model clear, used, measurable, and maintained?
Organisational behaviourTemplate / formTick-box and high-performance teamsHow can tick-box and high-performance teams improve people, teams, or organisational effectiveness?Use this model as a periodic reality check when a team seems busy with compliance but the quality, speed or usefulness of its work is not improving.
Organisational behaviourFramework / modelOverhead value analysisHow can overhead value analysis improve people, teams, or organisational effectiveness?Use OVA when overhead has grown without a clear link to organisational priorities, when support services no longer meet internal customer needs, or when financial pressure requires a disciplined redesign. It can be preventive or corrective. Because the analysis may affect roles, workload and employment, establish transparent decision criteria, worker consultation and implementation support at the outset.
Organisational behaviourKPI / metric360-degree feedback scoreHow should 360-degree feedback score be measured and interpreted?Answer the key performance question: “How well are our people performing in the eyes of those who have a stake in their performance?”
Organisational behaviourFramework / modelDISCHow can disc improve people, teams, or organisational effectiveness?Use DISC as a simple shared vocabulary for discussing communication differences.
Organisational behaviourFramework / modelEmployee satisfaction indexHow can employee satisfaction index improve people, teams, or organisational effectiveness?Answer the key performance question: “To what extent are our employees happy in their jobs?”
Organisational behaviourFramework / modelBenchmarkingHow can benchmarking improve people, teams, or organisational effectiveness?The design of a benchmark should follow the decision it needs to support. Typical questions include:
Organisational behaviourFramework / modelMaslow’s hierarchyHow can maslow’s hierarchy support strategic choice or positioning?To generate hypotheses about customer or employee needs and differentiate positioning.
Organisational behaviourFramework / modelSigmoid curveHow can sigmoid curve improve people, teams, or organisational effectiveness?Use the sigmoid curve to judge when a team needs renewal, either to extend strong performance or to prevent an emerging decline.
Organisational behaviourKPI / metricBalanced scorecardHow should balanced scorecard be measured and interpreted?Use the BSC when traditional financial reporting is too narrow to manage strategy. It complements financial outcomes with the non financial drivers of future success across financial , internal business processes , learning and growth and customer perspectives. The scorecard asks:
Organisational behaviourTheory / principleGlasser’s choice theoryHow can glasser’s choice theory support strategic choice or positioning?Use the framework to reflect on dissatisfaction, motivation or a relationship at work, and to identify a small choice within your control. Do not use it to diagnose illness, blame someone for distress or advise them to stop prescribed treatment.
Organisational behaviourKPI / metricEmployee churn rateHow should employee churn rate be measured and interpreted?Answer the key performance question: “How well are we retaining our staff?”
Organisational behaviourFramework / modelBottom of the pyramidHow can bottom of the pyramid support strategic choice or positioning?Use the bottom of the pyramid (BoP) perspective when mature markets are crowded and the organisation is considering how to serve low income communities currently excluded by existing offers. Opportunity depends on designing products that are appropriate and genuinely affordable, building accessible distribution and ensuring that limited household resources are exchanged for meaningful value.
Organisational behaviourMatrix / portfolioChange quadrantsHow can change quadrants support strategic choice or positioning?Use the framework to select a broad change approach, identify credible change agents, decide who must participate and shape the pace, scope and communication of the work. It is particularly useful when a standard change method feels mismatched to the organisation’s culture or motivation.
Organisational behaviourFramework / modelCAGE distance frameworkHow can cage distance framework support strategic choice or positioning?Use CAGE to compare candidate markets, adapt an entry strategy or understand why an international operation is underperforming. The analysis is useful for:
Organisational behaviourFramework / modelBetari boxHow can betari box improve people, teams, or organisational effectiveness?Use the Betari box when a relationship has entered a repetitive pattern of defensiveness, criticism, withdrawal or escalation. It can support:
Organisational behaviourTheory / principleSeven habits of highly effective people (Covey)How can seven habits of highly effective people (covey) improve people, teams, or organisational effectiveness?Use the habits as prompts for reflection, planning, listening, collaboration and renewal. They are especially useful when a manager wants a coherent vocabulary for moving from personal responsibility to productive interdependence.
Organisational behaviourFramework / modelCognitive biases in decision makingHow can cognitive biases in decision making improve people, teams, or organisational effectiveness?Use bias awareness to examine how you reach consequential decisions and reduce preventable error.
Organisational behaviourFramework / modelCompeting valuesHow can competing values support strategic choice or positioning?Use the framework to:
Organisational behaviourMatrix / portfolioFocus–energy matrixHow can focus–energy matrix improve people, teams, or organisational effectiveness?Use the matrix to diagnose why effort is not producing action and to design a response. It describes four behavioural states:
Organisational behaviourFramework / modelHR business rolesHow can hr business roles support strategic choice or positioning?Use the framework to clarify expectations of HR, assess whether its capabilities match organisational needs and balance immediate operations with longer term development. Two dimensions—short term versus long term focus, and process versus people orientation—create four roles:
Organisational behaviourFramework / modelHuman capital value added (HCVA)How can human capital value added (hcva) improve people, teams, or organisational effectiveness?Examine the key performance question: “To what extent are our employees adding value to the bottom line?”
Organisational behaviourFramework / modelSix thinking hats (De Bono)How can six thinking hats (de bono) support strategic choice or positioning?Use the method when a decision needs to be examined from several perspectives, when habitual positions are limiting a conversation or when a group is arguing rather than thinking together. The sequence can expose overlooked opportunities, add nuance to initial reactions, encourage lateral thought and accelerate a decision by giving each stage a clear purpose.
Organisational behaviourFramework / modelRisk managementHow can risk management support strategic choice or positioning?Use risk management whenever uncertain events or conditions could materially affect objectives. The depth should match the stakes, reversibility and velocity of the decision.
Organisational behaviourKPI / metricOrganisational configurations (Mintzberg)How should organisational configurations (mintzberg) be measured and interpreted?Use the configurations when a strategy is being translated into an operating model, when coordination repeatedly fails, or when a reorganisation is under consideration. The analysis can reveal which part of the organisation currently has the most influence, how work is actually coordinated and whether those choices are mutually consistent. It can also show what must change if the organisation’s strategic priorities or environment have changed.
Organisational behaviourFramework / modelCulture dimensions (Trompenaars)How can culture dimensions (trompenaars) improve people, teams, or organisational effectiveness?Use the model when colleagues, customers or partners from different backgrounds face recurring tension in expectations. Awareness is only the beginning. Effective intercultural management requires dialogue and reconciliation: the parties seek a workable combination of different preferences rather than declaring one culture superior.
Organisational behaviourKPI / metricRevenue per employee (RPE)How should revenue per employee (rpe) be measured and interpreted?Answer the key performance question: “How much revenue does the organisation generate relative to its workforce?”
Organisational behaviourKPI / metricStaff advocacy scoreHow should staff advocacy score be measured and interpreted?Answer the performance question: “To what extent are our employees advocates of our business?”
Organisational behaviourKPI / metricSalary competitiveness ratio (SCR)How should salary competitiveness ratio (scr) be measured and interpreted?Answer the key performance question: “To what extent are we offering competitive salary to our employees?”
Organisational behaviourFramework / modelCultural dimensions (Hofstede)How can cultural dimensions (hofstede) improve people, teams, or organisational effectiveness?Use the framework when international customers, partners, suppliers or colleagues may approach authority, groups, competition, ambiguity or time differently. It can surface hypotheses before a negotiation, team launch or market entry and help participants ask better questions before friction becomes failure.
Organisational behaviourTheory / principleExtended Tuckman teamwork theoryHow can extended tuckman teamwork theory support strategic choice or positioning?Review a stable operational team against the model at least monthly, and use shorter intervals when a project team is changing quickly or approaching a transition.
Organisational behaviourFramework / modelLeadership stylesHow can leadership styles support strategic choice or positioning?Use the framework to reflect on behavioural range, prepare for a leadership challenge and discuss development with evidence from colleagues and outcomes.
Organisational behaviourFramework / modelGreiner’s growth modelHow can greiner’s growth model support strategic choice or positioning?To recognise organisational pressures associated with different phases of growth and prepare a transition.
Organisational behaviourFramework / modelChange management: Kotter’s eight-step modelHow can change management: kotter’s eight-step model support strategic choice or positioning?Use it to lead a significant organisational change, such as a new structure, technology platform or customer service model.
Organisational behaviourFramework / modelSpheres of influenceHow can spheres of influence support strategic choice or positioning?Use the model when coaching a team member who feels stuck in a problem or demanding situation.
Organisational behaviourFramework / modelManaging work groups: Belbin team rolesHow can managing work groups: belbin team roles improve people, teams, or organisational effectiveness?To build more productive working relationships.