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.
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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 / modelSchein’s model of organisational cultureHow can schein’s model of organisational culture improve people, teams, or organisational effectiveness?Diagnose how culture shapes behaviour, decisions and belonging.
OperationsFramework / modelCASE – behavioural objectivesHow can case – behavioural objectives improve people, teams, or organisational effectiveness?Use CASE after timely, direct feedback has not resolved an important behavioural concern, or when clarity and documentation are necessary from the outset. Appropriate situations include repeated lateness, avoidable interruptions, disrespectful communication, failure to follow an agreed process or another behaviour that the individual can reasonably change.
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 / 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 / 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 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 / 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 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 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 / 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 / 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 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 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.
Organisational behaviourMatrix / portfolioCore quadrantsHow can core quadrants improve people, teams, or organisational effectiveness?Use the model for self awareness, development, teamwork and conflict preparation. It makes strengths, pitfalls, challenges and “allergies” easier to recognise in yourself and others, helping explain why another person’s useful behaviour can trigger a disproportionate reaction.
Organisational behaviourFramework / modelMotivational insightsHow can motivational insights improve people, teams, or organisational effectiveness?Use motivational insights for voluntary reflection, team conversation and hypothesis generation about how people may respond to changing conditions. Never use a colour profile as the sole basis for hiring, promotion, redundancy, diagnosis or work allocation.
Organisational behaviourFramework / modelMintzberg’s managerial rolesHow can mintzberg’s managerial roles improve people, teams, or organisational effectiveness?To examine and improve your own pattern of managerial work.
Organisational behaviourTemplate / formThe Deming cycle: plan–do–check–actHow can the deming cycle: plan–do–check–act improve people, teams, or organisational effectiveness?Use PDCA to bring discipline to continuous improvement, problem solving, training, objectives and control processes. The method distinguishes active management from repeated firefighting: each cycle makes the theory, action and learning explicit.
Organisational behaviourFramework / modelSystem 1 and System 2 thinkingHow can system 1 and system 2 thinking improve people, teams, or organisational effectiveness?Use the distinction to investigate the intuitive and emotional forces behind a decision.
Organisational behaviourFramework / modelEmployee engagement levelHow can employee engagement level improve people, teams, or organisational effectiveness?Answer the key performance question: “To what extent are our employees committed to delivering to the vision and mission of the organisation?”
Organisational behaviourFramework / modelRapport buildingHow can rapport building improve people, teams, or organisational effectiveness?Rapport helps at the beginning of most important working relationships and whenever trust has weakened. It is especially useful in interviews, coaching, negotiation, customer conversations, cross cultural work, conflict resolution and meetings with unfamiliar stakeholders.
Organisational behaviourFramework / modelRecruitment channel analyticsHow can recruitment channel analytics improve people, teams, or organisational effectiveness?Review channel performance continuously enough to support decisions and conduct a structured assessment at least once a year. Analyse by role family, location and hiring context because the channel that works for one labour market may fail in another.
Organisational behaviourFramework / modelGROW model (Whitmore et al.)How can grow model (whitmore et al.) improve people, teams, or organisational effectiveness?Use GROW in formal or informal coaching when a person needs to solve a problem, make a decision, develop a skill or translate an aspiration into action. It is especially useful when a conversation risks jumping to solutions before the goal and current reality are understood.
Organisational behaviourTemplate / formEmployee performance analyticsHow can employee performance analytics improve people, teams, or organisational effectiveness?Use performance analytics when an annual manager appraisal is too infrequent or too narrow to guide day to day improvement. Regular, proportionate evidence can make coaching more timely and reduce dependence on memory or one person’s impression.
Organisational behaviourFramework / modelVAK (visual, auditory, kinaesthetic)How can vak (visual, auditory, kinaesthetic) improve people, teams, or organisational effectiveness?Vary explanation, questioning and supporting material when communication is not landing clearly.
Organisational behaviourFramework / modelAbsenteeism Bradford factorHow can absenteeism bradford factor improve people, teams, or organisational effectiveness?Answer the key performance question: “To what extent is unauthorised employee absenteeism a problem in our business?”
Organisational behaviourFramework / modelCovert leadershipHow can covert leadership improve people, teams, or organisational effectiveness?Treat covert leadership as a management philosophy rather than a one time technique.
Organisational behaviourFramework / model360° feedbackHow can 360° feedback improve people, teams, or organisational effectiveness?Use 360° feedback when a leader or employee needs a broader view than a manager alone can provide, particularly for behaviours such as collaboration, communication, delegation and leadership. It can support coaching, leadership programmes, succession development and follow up on a personal development plan.
Organisational behaviourFramework / modelTransactional analysisHow can transactional analysis improve people, teams, or organisational effectiveness?Use TA to prepare for consequential interactions such as praise, corrective feedback, appraisal, work allocation, conflict resolution or a difficult message.
Organisational behaviourFramework / modelCapacity analyticsHow can capacity analytics improve people, teams, or organisational effectiveness?Review capacity at least annually, and more frequently where project demand changes quickly. Individual output naturally varies with task complexity, experience, health, collaboration and seasonality, so short term movement should be interpreted in context rather than treated automatically as a performance problem.
Organisational behaviourFramework / modelPositive mental attitude and content reframingHow can positive mental attitude and content reframing improve people, teams, or organisational effectiveness?Use reframing when a recurring interpretation—“I cannot do this,” “they are deliberately undermining me,” or “this setback proves the project will fail”—is narrowing your options. It can be especially useful before a difficult conversation, after a disappointment, when confidence has fallen or when a team has become trapped in blame.
Organisational behaviourFramework / model360-degree assessmentHow can 360-degree assessment improve people, teams, or organisational effectiveness?To understand how people around you experience your performance and management style, then convert that evidence into a personal development plan.
Organisational behaviourFramework / modelThomas–Kilmann conflict mode instrumentHow can thomas–kilmann conflict mode instrument improve people, teams, or organisational effectiveness?Use the model when you are directly involved in a disagreement or are helping other people resolve one.
Organisational behaviourFramework / modelThe four agreements (Ruiz)How can the four agreements (ruiz) improve people, teams, or organisational effectiveness?Treat the framework as a long term reflective practice, not a quick cure for conflict or relationship problems.
Organisational behaviourFramework / modelCognitive restructuringHow can cognitive restructuring improve people, teams, or organisational effectiveness?Use it when a recurring thought consumes attention and prevents a proportionate response.
Organisational behaviourTheory / principleBilateral brain theoryHow can bilateral brain theory improve people, teams, or organisational effectiveness?Use the valid principle of lateralisation to appreciate that people may process aspects of language, emotion and space differently—but tailor persuasion to observed needs, not a “left brained” or “right brained” label.
Organisational behaviourFramework / modelEmbedded commandsHow can embedded commands improve people, teams, or organisational effectiveness?Use this pattern sparingly when a direct instruction would sound unnecessarily harsh, when you want to make the action in a polite request easy to recognise, or when analysing how persuasive language is constructed. In ordinary management, a clear and honest request is usually preferable.
Organisational behaviourFramework / modelAction-centred leadershipHow can action-centred leadership improve people, teams, or organisational effectiveness?Keep the three areas in mind continuously when leading or managing a team, especially when deciding where your attention is most needed.
Organisational behaviourFramework / modelMeditationHow can meditation improve people, teams, or organisational effectiveness?Use brief meditation as an optional preventive wellbeing or attention practice when it feels safe and useful.
Organisational behaviourFramework / modelPositive affirmationsHow can positive affirmations improve people, teams, or organisational effectiveness?Use an affirmation when a familiar belief is narrowing action and a more accurate, useful statement can support practice.
Organisational behaviourFramework / modelPositive languageHow can positive language improve people, teams, or organisational effectiveness?Use constructive, specific language when you want someone to know what to do next.
Organisational behaviourMatrix / portfolioMatrix managementHow can matrix management improve people, teams, or organisational effectiveness?To coordinate work that genuinely depends on more than one organisational dimension.
Organisational behaviourFramework / modelAnchoring a calm stateHow can anchoring a calm state improve people, teams, or organisational effectiveness?Before or during a tense situation, when a rehearsed cue may help you return to a calmer, more confident state.