Adizes Institute :: Video :: TopLeaF DVD "Mastering Change" Program

TopLeaF DVD "Mastering Change" Program

“Mastering Change,” covers the subjects of “Management Cornerstones” and “Management Tools.” In this program how to assure the success of your organization is discussed as well as many other tools that will enable individuals to manage their organizations better.

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How to Assure Effective Implementation (1 Disc)

In order to predict whether or not a decision will be implemented, certain factors must be analyzed. First, you cannot implement a decision that's not well-defined. If the decision is ambiguous, it's not going to be implemented the way you want. You cannot have an almost well-defined decision. It's either well-defined or it isn't. A well-defined decision is one that fulfills the four imperatives of decision making. They are the imperatives corresponding to the (PAEI) roles. Fulfilling them gives you a (PAEI) decision.

The (PAEI) imperatives are the first factors that predict implementation, but not the only ones. We also need "managerial energy" to carry the decision through. Often we know what needs to be done, but we can't carry it out without authority, power, influence, or any combination of these three.


Our price: $100.00 (€87.00)
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How to Build a Culture of Mutual Trust and Respect (1 Disc)

Overall, the common denominator of this program, all the segments, is the importance of minimizing the internal marketing in a company. Internal marketing meaning politics, internal miscommunication, conflicts, and "backstabbing." So, instead of fighting the competition, what are we doing: we are fighting each other. Energy is fixed. So, whatever energy is spent inside, you don't have it available to go outside. Thus, the purpose of Adizes methodology is how to build a culture where this internal marketing is minimized, how to build a culture of mutual trust and respect so that all energy is focused constructively. It is like a good machine: you don't want to have too much friction in the moving parts. If you have too much friction in the moving parts, the more the moving parts - the more maintenance. If it is designed badly, if there is a lot of friction - what is going to happen? We are going to have a lot of consumables. You will have to have a lot of repairs. Why? Because the machine is in a constant friction. You are not only wasting energy on friction but also you have to replace all the parts all the time. That is what happens in such an organization. The analogy will be: they fire a lot of people all the time. Why? Because it is like consumables. They bring them in, they robs them, destroy them, and they throw them out and bring another group in. The machine is destructive, it destroys its parts.


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How to Delegate (1 Disc)

There is too much to do. We cannot do everything. And if we try to do everything, we will end up doing little and we will spread ourselves very thin.

So, the solution is to delegate part of our responsibilities.

How to delegate correctly, without abdicating, without losing control? That is the topic of this segment.


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How to Make Decisions as a Team (1 Disc)

In one-on-one conversations, you can tailor your communication style to your colleague's. In a group, however, many different styles and interests come into play. You must recognize the individual differences that lead one manager to push for quick answers and another to demand more data.

The answer, however, is not to run a meeting according to your own style, or that of any single type. Inevitably, someone will be misunderstood and resentment, resistance, or confusion will result. Often teams trying to avoid displays of anger or unpleasantness will descend into management by committee, which is always a disaster. What's needed is a set of rules, a methodology that allows people to move through the decision-making process in their own way, at their own pace, and then come together knowing that their voice has been heard.


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How to Make Decisions Correctly (1 Disc)

We all make decisions every day, more than once a day. How should we make decisions correctly so that we don't find ourselves chasing our own tail and not knowing what to do? Is there a road map to take that can help make decisions easy? It's like how do we eat an elephant - one piece at a time?

Can we break the decision into components to chew one piece at a time until the totality is done so it's easy to make the decision? We shouldn't have to do this with every decision, but only with decisions which are strategic in nature, or which have a lot of risk involved in it and you want to make the decision correctly, which takes time and self-discipline.


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How to Run Effective Meetings (1 Disc)

What's the difference between a poker game and what is a daily chore for many management teams, getting something done at a committee meeting? Why do so many people hate management by committee? It occurs that the difference is rules of conduct. Even without the new, restructured forms of team production which are trending contemporary business, the meeting game is for any company a critical point which lies between merely strategizing and getting results. And without specific rules, the meeting can turn out to be a lot of talk and no result.

Any time you break the rules, what you are breaking is mutual trust and respect. Like a good marriage, in business meetings we need both unity and differences. Without differences, there is no change and, therefore, no growth. But the danger is that if we don't follow rules, we achieve only either organized chaos or a false unity - differences that kill unity, or unity that kills differences. The difference between management by committee and management by team is the presence of mutual trust and respect. And mutual trust and respect is based on rules of conduct that are adhered to.


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Management Myths part 1 (1 Disc)

Absolute principles create myths: delegate; use teamwork; be open and honest; decentralize; manage with, by, and for chaos; downsize; re-engineer; manage by results, not by process; manage by process for results; hierarchy is good; hierarchy is bad; love; fight; act; wait. The list goes on and on.

The myths of guaranteed business salvation promise that if companies simply embrace team building or delegation of power or autocratic management or cost efficiency or a more-is-better approach to product planning or who knows what, then prosperity will surely be theirs.

The myths all originate from one fundamental mistake that many management books make. They ignore the it-all-depends aspect of situations. They describe what businesses should do as if they were in Prime. But what is a desirable behavior for a company in Prime does not necessarily bring companies to Prime.


Our price: $100.00 (€87.00)
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Management Myths part 2 (1 Disc)

A continuation of....

Absolute principles create myths: delegate; use teamwork; be open and honest; decentralize; manage with, by, and for chaos; downsize; re-engineer; manage by results, not by process; manage by process for results; hierarchy is good; hierarchy is bad; love; fight; act; wait. The list goes on and on.

The myths of guaranteed business salvation promise that if companies simply embrace team building or delegation of power or autocratic management or cost efficiency or a more-is-better approach to product planning or who knows what, then prosperity will surely be theirs.

The myths all originate from one fundamental mistake that many management books make. They ignore the it-all-depends aspect of situations. They describe what businesses should do as if they were in Prime. But what is a desirable behavior for a company in Prime does not necessarily bring companies to Prime.


Our price: $100.00 (€87.00)
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Perceiving the Reality (1 Disc)

Different people not only behave differently, they think differently. If you want to sell your ideas to people, you have to think as they do and communicate in a "language" they understand. People process information and come to conclusions at different speeds. People have different priorities in decision making. Even the same words have different meanings to different people. A situation can be perceived in three different ways - is, want, and should - or in any combination of the three.

The perception of reality is like having three lenses for your camera, each lens a different color. But these are special lenses. The sequence in which you put them on determines the color of the picture you get. Let's assume that each of the three perceptions is a different lens: an is lens, a want lens and a should lens. The way we make change in organizations is to follow the right sequence in putting different lenses.


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The Secret Success of Any Organization (1 Disc)

If people suffer from low self-esteem, low self-respect, and low self-trust, they'll be riddled with inner conflicts. They may be good looking, smart, and rich, yet they will be unable to have a successful relationship or career. Most of their psychological energy is spent dealing with problems that stem from their low self-respect and self-trust. When human beings lack self-respect and self-trust, most of their energy is spent on themselves. They are worried about what people think about them. They are trying to find out who they are and what they should do. Little is left over to deal with the outside. Before they can meet someone else and develop a relationship, they must first develop a relationship with themselves. They must learn to respect and trust themselves first.

People who are in inner conflict are tense and spread pain around them. They are neither good spouses nor good managers. Having a face-lift, driving fancy cars, or indulging in other forms of conspicuous consumption will make them attractive, but only for a short while at best.

The same applies to companies.


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