HR Competencies: Consultation Competency Flashcards
Group decision-making tool in which the group defines the characteristics of a successful decision and then scores each alternative against those criteria.
Multi-criteria decision analysis (MCDA)
Visualization of the impact of change on productivity. When change is introduced, there is typically a decrease in productivity and then a gradual return to or, ideally, a surpassing of previous levels of productivity.
J curve
Group decision-making tool designed to analyze the forces favoring and opposing a particular change. A factor is weighted, and the factors on each side are summed and compared.
Force-field analysis
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These are the 4 steps in the Consulting Model / change management process.
hint: D.D.M.S
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#1 Define problem (A.) #2 Design and implement solution (D.I.) #3 Measure effectiveness (E) #4 Sustain improvement (i.e., monitoring)
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Group decision-making tool in which the group can brainstorm strengths, weaknesses, opportunities and threats and agree on a numerical value for each. (pg 234)
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SWOT analysis
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Group decision-making tool in which group discussion is critical to identifying all relevant costs and benefits. (pg 234)
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Cost-benefit analysis (CBA)
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According to McKinsey & Company Consultants Emily Lawson and Colin Price, this is 1 of 4 conditions which makes change possible and entails people believing in the overall purpose of and reason for the change prior to making a legitimate effort to change themselves. (pg 242)
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Shared PURPOSE
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According to McKinsey & Company Consultants Emily Lawson and Colin Price, this is 1 of 4 conditions which makes change possible and entails the need for critical support factors being present and congruent to the desired change initiative. (pg 243)
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Reinforcement SYSTEMS
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According to McKinsey & Company Consultants Emily Lawson and Colin Price, this is 1 of 4 conditions which makes change possible and entails training / equipping people with the knowledge and skills to be successful. (243)
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SKILLS required for change
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According to McKinsey & Company Consultants Emily Lawson and Colin Price, this is 1 of 4 conditions which makes change possible and entails the presence of a role model (in addition to managers and executives) being present throughout the organization to keep the message of change alive until it becomes part of the way the organization operates. (pg 243)
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Consistent ROLE MODELS
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This is stage 1 of the 3-part Kurt Lewin model of change process which entails getting people to accept that the change will occur and reducing factors that work against change. (pg 243)
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Unfreezing
+ (Unfreeze the current state.)
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This is stage 2 of the 3-part Kurt Lewin model of change process which entails getting people to accept the new desired state. (pg 243)
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Moving
+ (Move toward the new state.)
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This is stage 3 of the 3-part Kurt Lewin model of change process which entails making the new idea a regular part of the organization (once implemented and generally accepted).
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Refreezing
+ (Refreeze the new state.)
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According to John Kotter, this is step 1 of 8 contributors to successful implementation of change. (pg 244)
hint: (C.A.P.O.E.E.S.I.)
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CREATE a sense of URGENCY.
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According to John Kotter, this is step 2 of 8 contributors to successful implementation of change. (pg 244)
hint: (C.A.P.O.E.E.S.I.)
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ASSEMBLE a strong guiding TEAM.
