Models, Methods and Artifacts

Question 1

Model

Answer 1

A thinking strategy to explain a process, framework or phenomenon.

Question 2

Method

Answer 2

Is the means for achieving an outcome, output, result, or project.

Question 3

Artifact

Answer 3

Can be a template, document, output, or project deliverable.

Question 4

OSCAR Model

Answer 4

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.

Question 5

Theory X

Answer 5

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.

Question 6

Theory Y

Answer 6

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.

Question 7

Theory Z

Answer 7

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.

Question 8

ADKAR Model

Answer 8

Awareness
Desire
Knowledge
Ability
Reinforcement

Used for individual change or transformation to adapt to change.

Question 9

8-Step Process for Leading Change

Answer 9

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.

Question 10

Virginia Satir Change Model

Answer 10

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.

Question 11

Tuckman Ladder

Answer 11

Forming
Storming
Norming
Performing
Adjourning

Developed by Bruce Tuckman; articulated stages of team development.

Question 12

Conflict Model

Answer 12

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.

Question 13

Confronting/Problem Solving

Answer 13

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.

Question 14

Collaborating

Answer 14

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.

Question 15

Compromising

Answer 15

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’.

Question 16

Smoothing/Accommodating

Answer 16

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.

Question 17

Forcing

Answer 17

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.

Question 18

Withdrawal/Avoiding

Answer 18

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.

Question 19

Initiating Process Group

Answer 19

Processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.

Question 20

Planning Process Group

Answer 20

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.

Question 21

Executing Process Group

Answer 21

Processes performed to complete the work defined in the project management plan to satisfy the project requirements.

Doing the work.

Question 22

Monitoring & Controlling Process Group

Answer 22

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.

Question 23

Closing Process Group

Answer 23

Processes performed to formally complete or close a project, phase, or contract.

Customer tests ad finds that it meets expectations.

Question 24

Salience Model

Answer 24

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

Question 25

Influence Diagram

Answer 25

Is a graphical representation of situations showing causal influences, time ordering of events, and other relationship among variables and outcomes.