Models, Methods and Artifacts Flashcards
Model
A thinking strategy to explain a process, framework or phenomenon.
Method
Is the means for achieving an outcome, output, result, or project.
Artifact
Can be a template, document, output, or project deliverable.
OSCAR Model
Outcome
Situation
Choices/Consequences
Actions
Review
Developed by Karen Whittleworth and Andrew Gilbert. It helps individuals adapt their coaching or leadership styles to support individuals who have an action plan for personal development.
Theory X
Assumes individuals work for the sole purpose of income.
Management style is a hands-on, top-down approach. Often seen in a production or labor-intensive environment, or one with many layers of management.
Theory Y
Assumes that individuals are intrinsically motivated to do good work.
Management style is more personal coaching feel; encourages creativity and discussion. Often seen in creative and knowledge worker environments.
Theory Z
Abraham Maslow saw Theory Z as a transcendent dimension to work where individuals are motivated by self-realization, values, and a higher calling.
Optimal management style is one that cultivates insight and meaning.
ADKAR Model
Awareness
Desire
Knowledge
Ability
Reinforcement
Used for individual change or transformation to adapt to change.
8-Step Process for Leading Change
Create Urgency
Form a Powerful Coalition
Create a Vision for Change
Communicate the Vision
Remove Obstacles
Create Short-term Wins
Build on the Change
Anchor the Change in Corporate Culture
A top-down approach for leading change for transforming organizations. Introduced by John Kotter.
Virginia Satir Change Model
Late Status Quo
The Foreign Element
Chaos
The Transforming Idea
Practice and Integration
New Status Quo
Developed by Virginia Satir. A model of how peopleexperience and cope with change.
Tuckman Ladder
Forming
Storming
Norming
Performing
Adjourning
Developed by Bruce Tuckman; articulated stages of team development.
Conflict Model
Confronting/Problem Solving
Collaborating
Compromising
Smoothing/Accommodating
Forcing
Withdrawal/Avoiding
Ken Thomas and Ralph Kilmann describe six ways of addressing conflict by focusing on the relative power between the individuals and the desire to maintain a good relationship.
Confronting/Problem Solving
Confronting a conflict treats the conflict as a problem to be solved.
This style is used when the relationship between parties is important, and when each person has confidence in the other party’s ability to problem solve.
Collaborating
Involves incorporating multiple views about the conflict.
Objective is to learn about the various views and see things from multiple perspectives.
Method is effective when there is trust among the participants and when there is time to come to consensus.
Compromising
Entails a willingness to give take; allows all parties to get something they want, and it avoids escalating the conflict.
Often used when the partie involved have equal ‘power’.
Smoothing/Accommodating
Useful when reaching the overarching goal is more important than the disagreement.
This approach maintains harmony in the relationship and can create good will between the parties. Can be useful when there is a difference in the relative authority or power of the individuals.
Forcing
One party forces their will on another.
Used when there is not enough time to collaborate or problem solve. The party forcing has more power than the other party.
May be used if there is a health and safety conflict that needs to be resolved immediately.
Withdrawal/Avoiding
Sometimes a problem will go away on its own, or sometimes discussions get heated and people need a cooling-off period.
In both scenarios, withdrawing from the situation is appropriate.
Also used in a no-win scenario, such as complying with a requirement imposed by a regulatory agency instead of challenging the requirement.
Initiating Process Group
Processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.
Planning Process Group
Processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve.
Executing Process Group
Processes performed to complete the work defined in the project management plan to satisfy the project requirements.
Doing the work.
Monitoring & Controlling Process Group
Processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes.
Closing Process Group
Processes performed to formally complete or close a project, phase, or contract.
Customer tests ad finds that it meets expectations.
Salience Model
Is about stakeholders.
Salience means prominent, noticeable, or perceived as important.
Based on 3 variables:
1. Power to Influence
2. Legitimacy of the Stakeholders’ Relationships with the Project
3. Urgency of the Stakeholders’ Claim on the Project for Stakeholder Engagement
Three intersecting circles
Influence Diagram
Is a graphical representation of situations showing causal influences, time ordering of events, and other relationship among variables and outcomes.
