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» Tools for change
» Tools for innovation
» Tools for measurement
» Tools for strategy

Tools for change

Viable Systems Model

The Viable Systems Model, or VSM is a model of the organisational structure of any viable or autonomous system. A viable system is any system organised in such a way as to meet the demands of surviving in the changing environment.

http://www.moderntimesworkplace.com/good_reading/GRRespSelf/TheViableSystemModel.pdf
http://en.wikipedia.org/wiki/Viable_System_Model

Compliance Model

The Compliance Model describes factors that influence decisions and behaviour in relationship to compliance with regulations, and links these factors to motivational pressures, enforcement strategies and regulatory strategies.

http://www.ato.gov.au/corporate/content.asp?doc=/content/5704.htm
http://www.irs.gov/pub/irs-soi/04moori.pdf
http://en.wikipedia.org/wiki/File:ATO_Compliance_Model.jpg

Kolb Experiential Learning Spiral

The Experiential Learning Spiral is an adult education model composed of four elements that are the essence of a spiral of learning. The learning experience can begin with any one of the four elements, but typically begins with a concrete experience.

http://en.wikipedia.org/wiki/David_A._Kolb

Kotter’s Change Process

This model summarises the steps producing successful change of any magnitude in organisations.  The process has 8 stages, each of which is associated with one of the eight fundamental errors that undermine transformation efforts.

http://globalliteracy.org/content/kotters-8-step-change-model

Bloom’s Taxonomy of Learning Outcomes

Bloom’s Taxonomy is a model that sets out a hierarchy of learning objectives for three learning domains—affective, psychomotor and cognitive. Skills in the cognitive domain revolve around knowledge, comprehension, and critical thinking.

http://en.wikipedia.org/wiki/Bloom%27s_Taxonomy

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Tools for innovation

Innovation Planning

This model is provides a disciplined innovation planning process, supported by structured methods, tools, and frameworks and integrating multidisciplinary teams and multiple specialty areas. The model generated for the innovation planning process has eight modes: sense intent, know people, know context, frame insights, explore concepts, make plans, realize offerings (prototype, pilot, and launch), and foster uptake.

http://www.id.iit.edu/141/documents/innov_toolkit.pdf
http://www.slideshare.net/whatidiscover/innovation-planning

Doblin Types of Innovation

Innovation across all strategic and organisational functions can have a transformative effect in the organisation’s increase in public value delivery. Although this is a private sector model, it has useful applications to identification of innovation opportunities in public sector.

http://www.doblingroup.com/AboutInno/innotypes.html

Six Stages of Social Innovation

This model defines six stages that take ideas from inception to impact in a social and public value context. As with most innovation models, stages are not always sequential and there are feedback loops between them. Each stage has its own mind-set and skills, identifying requirements for success as well as the kind of support needed in order for innovation to flourish.

http://www.youngfoundation.org/files/images/Open_Book_of_Social_Innovation.pdf

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Tools for measurement

Program Logic Model

The Logic Model process is a tool that is used to describe the effectiveness of programs, based on linkages between resources, activities, outputs, audiences, and short-, intermediate-, and long-term outcomes related to a specific problem or situation. Logic models illustrate a sequence of cause-and-effect relationships, taking a systems approach to communicating the path toward a desired result.

http://www.uiweb.uidaho.edu/extension/LogicModel.pdf

Balanced Scorecard

The Balanced Scorecard provides organizations with metrics against which to measure their success. Its premise is that financial measures are not enough to guide and evaluate, and provides additional perspectives to develop metrics, collect data and analyze it.

http://www.balancedscorecard.org/BSCResources/AbouttheBalancedScorecard/tabid/55/Default.aspx

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Tools for strategy

Scenario Planning

Scenario planning, also called scenario thinking or scenario analysis is a strategic planning method used to make flexible long-term plans. Scenario planning may involve aspects of Systems thinking, as well taking into account factors that are difficult to formalize, such as novel insights about the future, deep shifts in values, unprecedented regulations or inventions.

http://en.wikipedia.org/wiki/Scenario_planning
http://higheredbcs.wiley.com/legacy/college/turban/0470287489/tutorials/tutorial02_w160_w169hr.pdf

Kaplan and Norton Strategy maps

Strategy maps are a way of providing a macro view of an organization’s strategy, and provide it with a language in which they can describe prior to constructing metrics to evaluate performance against their strategies.

http://en.wikipedia.org/wiki/Strategy_map