18 Ergebnisse.

As I was assembling all the materials I'd ever created about the Thomas-Kilmann Instrument (TKI) and conflict management, I knew I had to develop a meaningful sequence of chapters-from first presenting the basics of the TKI Conflict Model and the TKI assessment tool, all the way to USING that model and tool effectively for approaching the most devastating conflicts on this planet: civil war and international war. At the start, I discuss the ...

How well do your needs and interests fit with your organization's goals and procedures? Asked a bit differently, are you in alignment with your organization or...do you often find yourself at odds-in conflict-with what your organization expects from you? The Kilmann Organizational Conflict Instrument (KOCI) reveals the "systems conflicts" that exist between you and your organization, which include both the formal and informal systems, as well ...

Creating a Quantum Organization presents everything that I have ever created - and integrated - during the past 50 years on those four timeless topics: conflict management, change management, expanding consciousness, and quantum transformation. Essentially, in my "legacy book, " I address how managers and members can transform their outdated, sluggish, ineffective, and unfulfilling Newtonian organizations into vibrant, effective, and meaningfu...

This open access book provides a comprehensive look at the pluses and minuses of leadership in times of an unparalleled crisis, such as the COVID-19 global pandemic. It examines the COVID-19 crisis in terms of psychodynamics, crisis management, and especially from the standpoint of complex, messy systems. It analyses how leaders need to think and act differently to cope better with-and potentially prevent-future crises.

This open access book provides a comprehensive look at the pluses and minuses of leadership in times of an unparalleled crisis, such as the COVID-19 global pandemic. It examines the COVID-19 crisis in terms of psychodynamics, crisis management, and especially from the standpoint of complex, messy systems. It analyses how leaders need to think and act differently to cope better with-and potentially prevent-future crises.

As revealed by the author's very personal journey, expanding consciousness can indeed be achieved through a dedicated sequence of mind/body/spirit modalities. Dr. Ralph Kilmann candidly shares his earliest traumas and how he then investigated his fears and anxieties by actively participating in a great variety of wellness and healing modalities--such as talk therapy (psychoanalysis), Holotropic Breathwork, Holosync meditation, Network Spinal A...

Knowing the specific areas in which time is being diverted from fully contributing to the organization's goals (either as individuals or in work units), members can focus their attention on how time can be reallocated-from spending the wrong time on the wrong tasks or the wrong time on the right tasks to the right time on the right tasks. After taking and self-scoring the survey (about 20 minutes), members can decide how to shift the time they...

The Courage Assessment takes only twenty minutes to complete and another fifteen minutes to graph the Courage Profile of a work group of five to fifteen members. Additional pages are provided for graphing Courage Profiles for whole departments and the entire organization. Next, the members of each work group can begin discussing the many implications of having been assessed as one of four types of organization: courageous, quantum, fearful, or...

Based on Kilmanns Team-Gap Survey, these work sheets help members identify the largest gaps in their work group, regarding their actual versus desired behavior in four key areas: cultural norms, people management, problem management, and time management. Once the largest team-gaps have been identified, group members use the five steps of problem management (sensing problems, defining problems, deriving solutions, implementing solutions, and ev...

The members in any work group have a great deal of knowledge and experience. But the bottom-line question is: Will all this available talent in the group be used to manage business, technical, and organizational problems or will the expertise and information be wasted? This survey allows your work group to identify what might be getting in the way of its daily functioning in four key areas: cultural norms, people management, problem management...

Based on the Kilmann-Saxton Culture-Gap(r) Survey, these work sheets help participants develop unique lists of their most dysfunctional actual norms (the unwritten rules of the game) and then establish more desired norms (the new rules that will enhance both performance and satisfaction). Once these culture-gaps have been identified, additional work sheets help participants to use the five steps of problem management (sensing problems, definin...

After organizational members complete the Belief Survey, they can graph their results (as work groups or the entire organization) on Organizational Belief Profiles. These profiles reveal the distribution of beliefs according to External Control, Internal Control, and Mixed Control. Then, by discussing these key results as a group, the members will be able to rethink whether their perceptions of various constraints or restrictions in their work...

Today's executives and managers face an unprecedented challenge. They must find innovative ways to meet the demands of the complex and interrelated problems posed by new technology, globalization, rapid change, and intensifying competition. Empowerment, work engagement, training and development, organizational learning, and other change initiatives have attempted to offer practical solutions to this challenge. But what has been lacking is a co...

Organizational influence is a two-way exchange: Organizations cannot accomplish their goals if they cannot influence their members to do the right things. And the members, of course, cannot do the right things-and satisfy their needs-if they can't influence what goes on in their organizations. This survey enables members to assess four key aspects of their organization that they may need to influence less or more than they do now: (1) formal s...

Based on C.G. Jung's 1921 theory of psychological types, four personality styles are examined in an organizational context: Sensation Thinking (ST), Intuition Thinking (NT), Sensation Feeling (SF), and Intuition Feeling (NF). These four personality styles have vastly different preferences and approaches for defining and solving workplace problems. Kilmanns Personality Style Instrument is a self-report assessment that takes 10 to 15 minutes to ...

The Kilmann-Saxton Culture-Gap Survey is a self-report assessment that takes only fifteen minutes to complete and another ten minutes to graph the Culture-Gap Profile of a work group of five to fifteen members This profile pinoints the difference between actual and desired cultural norms. Additional Culture-Gap Profiles can be calculated for larger work units, including the entire organization. Following completion of these graphs, the members...

Leading authorities share their approaches to understanding, managing and changing organizational cultures. Includes methods for identifying cultural norms, reinforcing the positive aspects of existing culture, and building new cultures that support organizational goals and strategies.

The necessary non-quick fix for creating andmaintaining organizational success. A reprint.