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A Collection Of 4 Box Models

Collated By Martin Schmalenbach

A posting on UKHRD in October 2003 for people to share any 4 box models has resulted in the compilation of this document. In it you will find a number of 4 box models related to the HRD world. There are doubtless many more from other fields. Each model is presented on a single page, with pointers to source material and further reading. Individual contributors are acknowledged, and there is a brief primer on using the 4 box model structure for more quantitative work, and for representing not just 2, but as many as 5 dimensions on the grid. This document may spur others to contribute, in which case, contributors please send full details of the 4 box model by email to martin@p-nrg.com

Unblocking Your Economic Engine Potential

Energy

A Collection Of 4 Box Models

Contents
Introduction.................................................................................................................................2 Ways Of Scoring 4-Box Matrices...............................................................................................3 1-9 or -4 to +4.........................................................................................................................3 Blob Size.................................................................................................................................3 Blob colour/shading................................................................................................................3 3-D with bars...........................................................................................................................4 Clusters...................................................................................................................................4 Combinations..........................................................................................................................4 The Models.................................................................................................................................5 Model Selector Grid................................................................................................................5 The Coaching Skill/Will Matrix................................................................................................6 The Urgency/Importance Matrix.............................................................................................7 Johari Window........................................................................................................................8 The Trust/Risk Matrix..............................................................................................................9 The Personal Competence Awareness Matrix.....................................................................10 The Scenario Analysis Matrix...............................................................................................11 The Support/Challenge Matrix..............................................................................................12 The Risk/Reward (Kraljic) Matrix..........................................................................................13 The Energy/Investment Matrix..............................................................................................14 The Skill/Will Matrix..............................................................................................................15 The Ambiguity/Complexity Matrix.........................................................................................16 The Power/Influence Matrix..................................................................................................17 The Customer Attractiveness / Business Strength Matrix....................................................18 The Change Amplitude/Scope Matrix...................................................................................19 The Change Arena Matrix.....................................................................................................20 The Risk/Effort or Spend Matrix...........................................................................................21 The Salesperson Concern/Company Orientation Matrix......................................................22 The Assertiveness/Responsiveness Matrix..........................................................................23 The Competence/Attitude Matrix..........................................................................................24 The Motivation/Challenge Behaviour Matrix.........................................................................25 The Innovations Paradigms Matrix.......................................................................................26 The Morale/Effectiveness Matrix..........................................................................................27 The SWOT Matrix.................................................................................................................28 Contributors..............................................................................................................................29 Networking................................................................................................................................30 Networking Web Sites..........................................................................................................30 On Line Business Forums....................................................................................................30 Women In Business..............................................................................................................30 Other Useful Links................................................................................................................30

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Any mistakes therefore are mine alone and cannot be laid at the feet of any of the contributors. For example. On the face of it. management and/or organisation development. this document is not designed to plagiarise. similar models but with slightly different emphases. and so help with the decision making process. so I’d direct you to the last section. to the point of triviality. some of these matrices will appear very simple. for a list of websites that facilitate more generalised networking. This document has only been possible through the power of networking. All used different language but I believe all were essentially saying the same thing. team. What follows is a summary of what they responded with. 2 . That is after all their main function! I have in places done some editing. Where possible I have left the reader to follow up specific web addresses and further reading where more complete information can be found. Don’t let this detract from the fact that sometimes being faced with the stark choices they offer can help to clarify issues in your own mind. I don’t endorse them in anyway as it very much depends on why you might network – so some networks will fit some needs better than others! Finally. so I’ve condensed these in to one matrix and edited the language. This is to reconcile where I think it’s appropriate. Networking. a number of people contributed what is in this document the Skill/Will matrix.A Collection Of 4 Box Models Introduction A number of people responded to my request for 4-box matrix models used within the spheres of people. merely to collate! Martin Schmalenbach February 2004. and we are all indebted to their generosity in this regard.

for example risk. It is possible to end up with a co-ordinate. and all are a variation on the above.8). Most can be used in combination. Some of the other ways are outlined below. with 5 (or 0) representing the border between one category (e.g. Alternatively each of the 4 boxes can be scored individually as 1-9 (or any range you like). Each dimension is scored from 1-9 (or -4 to +4). Dimension 2 9 x 5 x 1 1 5 x 9 Blob Size A blob may be used instead of a simple ‘X’ to mark a point on the grid – using the 1-9 or similar scoring system to state where the centre of the blob is located on the grid. either to identify an organisation or individual that the blob refers to or who placed the blob on the grid. LOW) and the other (e. eg (2. Dimension 2 9 x 5 x 1 1 5 x 9 Dimension 1 3 . The most common is simply to indicate which of the 4 boxes is relevant at the time by selecting an extreme for both of the dimensions that run along the bottom and side of the 4 box grid.A Collection Of 4 Box Models Ways Of Scoring 4-Box Matrices There are a number of ways of using 4-box models. 9 Dimension 1 x Dimension 2 5 x 1 1 5 x 9 Dimension 1 Blob colour/shading Similar to the blob size method – in fact it is not unusual to use both together – the blob colour can indicate an additional dimension. or to indicate risk factors (red = high etc). 1-9 or -4 to +4 Score the strength in each dimension. turnover. etc. certainty. The relative blob size or diameter can then be used to indicate a third dimension. See right. HIGH). duration.g.

g. whilst the right diagram shows agreement – a clear clustering in the top right quadrant. It’s height reflects a third dimension. it is possible to have 5 dimensions represented on the diagram! Dimension 2 Dimension 2 5 x x x x x 1 1 5 x 1 9 1 5 9 Dimension 1 Dimension 1 2 nsion Dime 9 1 1 4 Dime nsion 1 9 -5 -3 4 . See right: There is no reason why the colour of the bars can’t represent an additional dimension. Using any or all of the above blob techniques. risk (high risk could be represented by a red bar) 8 7 6 5 4 3 2 1 0 Low Dim 1 High Dim 2 High Dim 2 Low Clusters A number of people or organisations place a simple mark (or a blob to indicate certainty etc) on the grid. A less obvious method is the hovering or 3D blob. The clustering or spread of the marks indicates the degree to which the group as a whole agrees or not about the situation under review.A Collection Of 4 Box Models 3-D with bars A bar is placed on a 3D depiction of the grid. the blob is placed hovering over or under the grid. e. Combinations The various blob techniques lend themselves to being combined with each other. such as risk or certainty. 9 x x x x 9 x 5 x x x xx x x The left diagram shows little agreement – the marks are spread all over. and a line extends vertically from the blob to the point on the grid where it would land should it fall or climb vertically – see right! With the height above/below the grid. the bob size and colour. with the grid depicted in 3D. See below.

Personal Competency Concern/Company Orientation SWOT.A Collection Of 4 Box Models The Models The models follow on the next pages. Model Selector Grid Below is a quick ‘selector’ grid. Risk/Effort vs Spend. Competence/Attitude SWOT. Coaching Skill/Will Assertiveness/Responsiveness SWOT. Support/Challenge Johari Window. Skill/Will. Motivation/Challenge Behaviour. Change Amplitude vs Scope. designed to quickly point you to a model based on your current need. Application Account Management Business Development Change Coaching Communications Decision Making & Risk Feedback Innovation & Creativity Leadership Managing Relations Markets & Competition Organisation Development Personal Development Sales Development Situation/Scenario Stakeholder Analysis Strategy Stress Management Team Building Time Management Models Customer Attractiveness / Business Strength. Energy/Motivation Urgency/Importance 5 . Effort/Reward. Change Arena. Motivation/Challenge Behaviour Skill/Will Trust/Risk SWOT Morale/Effectiveness. Power/Influence SWOT Competence/Attitude. Change Amplitude vs Scope Urgency/Importance Skill/Will. Assertiveness/Responsiveness. Ambiguity/Complexity Power/Influence SWOT. Impact/Uncertainty Johari Window Innovations Paradigms. Change Arena.

Coachee’s Skill The enthusiastic beginner new to a particular role.performance-am. Low The skilled worker who is looking for more opportunities to grow and develop. project or task. The skilled experienced person who is in need of attention of some description and may be being affected by the challenge of change. High Coachee’s Will The Skill/Will Matrix 6 .com/PDF/The%20Coaching %20ManagerSkillWill.A Collection Of 4 Box Models The Coaching Skill/Will Matrix Further Reading http://www. High Low Applying the skill/will matrix principles will enable you to ensure that you are taking the appropriate approach with each individual in the team when you are asking them to perform tasks. project or task who is just starting out and is nervous or may have already tried and failed. as described below in the diagram. The beginner to a role. Coaching Applications This model is used to determine the appropriate approach to coaching an individual (coachee) with a given degree of skill and will.pdf The Tao of Coaching – Max Landsberg Ken Blanchard – Situational Leadership Model.

and are in this context are classed as HIGH IMPORTANCE. Delegate To competent person who Can work unsupervised Fire fighting. so use these opportunities to develop others in your team. Stress Management This model is used to prioritise tasks.A Collection Of 4 Box Models The Urgency/Importance Matrix Further Reading Applications Steven Covey’s Seven Habits Time Management. Consider delegating to developing person who will need supervision High Low Importance The Urgency/Importance Matrix 7 . Of course try to do the same for some of your core tasks too – give subordinates a taste of your role – it will help them with their career development. CRISIS!! DO NOW! High It is important to avoid abdication of responsibility – you need to consider those tasks that are core to your role and can not be delegated. Other tasks may be done by you but are not core. Urgency Low Don’t do this! It’s not your job! Planned for.

and that which we retain out of fear. in that way we are able to test the reality of who we are and are able to grow. Others Open Blind Known To Self Unknown To Self Self The Johari Window    We can expand our ‘open’ area (see diagram above right) through feedback – asking for information – or through disclosure by telling or giving information to others. The degree to which we share ourselves with others (disclosure) is the degree to which we can be known. but from time to time something happens .our attitudes. and we are able to hear it. or things we imagine to be true of ourselves for a variety of reasons but that others do not see at all. 8 . When others say what they see (feedback). but that others can see more clearly. dreamed . behavior. There is that which we freely keep within ourselves. heard.com/Johari_Window/johari_window. We move within this area with freedom.of which we are aware and which is known to others. Then we “know” what we have never “known” before.is felt.A Collection Of 4 Box Models Johari Window Further Reading Applications http://www. way of life . read. values. We are “open books”.knowmegame. Hidden: Our hidden area cannot be known to others unless we disclose it. motivation. in a supportive.something from our unconscious is revealed. responsible way. Unknown: We are richer and complex than that which we and others know. Blind: There are things about ourselves which we do not know.html Disclosure/feedback awareness Unknown To Known To Others Hidden Unknown  Open: The open area is that part of our conscious self .

Trust Individualistic Evaluating 5 Risk Averse 9 Attitude To Risk The Trust/Risk Matrix 9 .A Collection Of 4 Box Models The Trust/Risk Matrix Further Reading Applications Managing Relationships This matrix can be used to characterise the style and approach of another party/person with regards to a relationship – perhaps with yourself. using any differences as a starting point to develop the relationship and/or third party/person’s relationship management skills. It can also be compared with the third party’s own perception and score. 9 Quick To Trust 5 1 Slow To Trust 1 Risk Willing Adventurous / Entrepreneur Team Player By scoring on a scale of 1-9 for each dimension. it is possible to plot these scores on the grid to see how much observers agree in their perceptions of the third party’s approach to the relationship.

A Collection Of 4 Box Models The Personal Competence Awareness Matrix Further Reading Applications Personal Development Conscious Unconscious 3 2 An individual starts off in box 1 – unconscious incompetence – they don’t know what they are bad at!. Finally. to being so competent that they don’t even give it a second thought – they are now unaware of what they are good at! Consciousness 1 4 Incompetent Competent Competence The Personal Competence Awareness Matrix 10 . They are now in box 2. practice and experience takes them. They then become aware of their incompetence – it doesn’t matter how at this point. and they know it. over time. They do something about this. and become competent.

A Collection Of 4 Box Models The Scenario Analysis Matrix Further Reading Applications Decision Making 9 High Caution Risky For any given scenario there will be an impact and a degree of uncertainty. Knowing roughly how much of each can help in determining an approach and in managing expectations. This can help in establishing the degree of control and/or further analysis/data gathering needed before proceeding with the task or project. By scoring each dimension 1-9 and plotting the scores on the grid it is possible to determine a general level of perception and the agreement (or not!) between those involved as to how the scenario is viewed. Impact 5 1 Low 1 Low Safe Gamble 5 High 9 Uncertainty The Scenario Analysis Matrix 11 . Behaviours will be determined in part by how each player perceives the relative risk and uncertainty factors.

cosy club – where everyone pats each other on the back but no one really confronts the real issues. loving boot/high performance – where people are challenged to stretch themselves in a firm but loving way.A Collection Of 4 Box Models The Support/Challenge Matrix Further Reading Applications Change 9 High Cosy Club Loving Boot/High Performance     Inertia/apathy – nothing changes. stress – where short term achievements may result from putting someone under pressure but in the long-term you achieve little. This provides the opportunity for real growth. Again team members can score their perception for each dimension and plot the results on the grid. The degree of (dis)agreement will be the source of rich discussions leading to affirmative action – or argument! Support 5 1 Low 1 Low Inertia / Apathy Stress 5 High 9 Challenge The Support/Challenge Matrix 12 . rather the status quo remains.

A Collection Of 4 Box Models The Risk/Reward (Kraljic) Matrix Further Reading Applications Decision Making 9 High Drains / Bottleneck Big Wins / Strategic Simply put – given a task or project etc – is it worth doing? Will it take you away from core activities. Effort/Risk 5 1 Low 1 Low Distractions / Routine Easy Kudos / Leverage 5 High 9 Reward The Effort/Risk vs Reward Matrix 13 .g. and reward dimension. complexity and associated risk of supply market. plotting the results on the grid etc can be useful for getting an idea of consensus levels and if different parties are operating to different agendas and/or understandings of the situation and task. The effort/reward dimension can be replaced by any risk-related dimension. but not give a good enough return? Scoring on scales of 1-9. can substitute for it. Likewise for the reward dimension. such as opportunity costs. e.

   What happens if a number of your team are cynics / passengers / spectators / players? As a leader.Depending on the situation a variety of styles could be used …. Discussion areas: • • • • • • Everyone moves into the different arenas . where do you invest your energy? What leadership styles do you think could be appropriate for your team? . Consider if anyone is 'stuck' in a particular arena? Why might people get 'stuck' anywhere? What can you as a leader do to move people towards being PLAYERS? What responsibility can / should individuals take for themselves? Discuss the group's ideas for moving their staff and the barriers that they might face. they will find ways and means around any potential problems to satisfy their desire.g. When their drive reaches a certain level. but don't have the desire often find every excuse under the sun as to why they can't do it at the moment.A Collection Of 4 Box Models The Energy/Investment Matrix Further Reading Applications Team Development 9 High Spectators Players People need both the desire (motivation) and drive (energy) to achieve goals. Motivation 5 1 Low 1 Low Passengers Cynics 5 High 9 Energy Investment The Energy/Motivation Matrix 14 . Consider your team and where they sit on this model for a particular task / project / event. e. People who would like to do a qualification.but problems arise when people get 'stuck' in one arena and tend to spend most of their time there. Draw the ideas out of the group.

pdf Team and Personal Development.A Collection Of 4 Box Models The Skill/Will Matrix Further Reading Applications Steven Covey.performance-am. Situational Leadership 9 High Guide Delegate / Empower Guide (low skill and high will)  Invest time early on: • Coach and train • Answer questions and explain  Create a risk-free environment to allow early mistakes and promote learning  Relax control as progress is shown Direct (both skill and will are low)  First build the will: • Provide clear briefing • Identify motivations • Develop a vision of future performance  Then build the skill: • Structure tasks for “quick wins” • Coach and train  Finally sustain the will: • Provide frequent feedback • Praise and nurture • BUT – supervise closely with tight control and clear rules/deadlines Skill 5 1 Low 1 Low Direct Excite/Enthuse/Engage 5 High 9 Will The Skill/Will Matrix Delegate (skill and will are both high)  Provide freedom to do the job: • Set objectives not the method • Praise. do not ignore  Encourage coachee to take responsibility: • Involve in decision making  Take appropriate risks Excite (high skill and low will)  Identify reasons for low will  Motivate  Monitor and provide feedback 15 .com/PDF/The%20Coaching %20ManagerSkillWill. http://www.

Puzzle – things are simple but ambiguous. • • • • No brainer – things are clear & simple and can be tackled by anybody. by taking a strategic decision.A Collection Of 4 Box Models The Ambiguity/Complexity Matrix Source Further Reading Applications Brian Harris. Context.co. Complexity No Brainer Puzzle 5 Ambiguous 9 Ambiguity The Ambiguity/Complexity Matrix 16 . This area falls in to the ‘wicked problem’ area (see Rittel in de Wit & Meyer) and no conventional tools will resolve the issues – even trying to simplify or clarify can change the nature of the situation.uk Eliot Jaques – “Requisite Organisations” pub: Casson-Hall Bob de Wit & Ron Meyer “Strategy: Process. Strategic decision – nothing is clear & simple or obvious perhaps. brian. Guess – things are clear yet complex. So cope instead of solve. to the extent that some individuals (in leadership roles) may not be able to address the situation. Further structured investigation should resolve any ambiguity with relative ease.harris@omt. 2nd Ed”. Content. p45 Situations 9 Complex 5 1 Simple 1 Clear Guess Strategic Decision The nature of the situation may dictate the approach needed to deal with it. Standard (statistical) approaches to dealing with these things apply (see de Wit & Meyer).

A Collection Of 4 Box Models The Power/Influence Matrix Further Reading Applications http://62. but whose interests are not the target of the activity. Box D shows stakeholders with high influence. These stakeholders may be able to block the activity and therefore could constitute a 'killer risk'. but with low influence. 17 . • • Box A shows stakeholders of high importance to the activity.42. Managers and donors will need to develop good working relationships with these stakeholders to ensure an effective coalition of support for the activity. who can affect outcome of the activity. They require special initiatives if their interests are to be protected.189. for best outcome.htm Stakeholder Analysis / Key Account Management 9 Those included in Boxes A. They are unlikely to be the focus of the activity. Box C shows stakeholders who are of low priority but may need limited monitoring.51/DFIDstage/FOI/tools/chapter_02. B and C are the key stakeholders in the activity: they can significantly influence it or are most important if the activity's objectives are to be met. Power/Importance Lots 5 1 Little 1 A B C D 5 Little Lots 9 Influence The Power/Influence Matrix • • This matrix can help you decide which person to allocate to which account for example. Box B shows stakeholders of high importance to the activity who can also significantly influence its success.

A Collection Of 4 Box Models  The Customer Attractiveness / Business Strength Matrix Further Reading Applications Key Account Management 9 How attractive is the customer against how strong your business is • • Manage for cash & withdraw – the customer is not very attractive. and it’s in an area that is a low strength for your business – get out whilst still receiving profitable income. Maintain – the customer is not too attractive. Maintain the activity to support a key business strength – but keep under review! Selectively invest – the customer is attractive. but it’s a high strength area for your business. Invest / grow – the customer is attractive and in an area that is core to your strengths – go for it! Customer Attractiveness High 5 1 Low 1 Selectively Invest Invest / Grow Manage For Cash & Withdraw Maintain 5 Low High 9 Business Strength The Customer Attractiveness / Business Strength Matrix • • 18 . but in an area of low strength (not weakness!) for your business. Look to invest in developing that strength and the customer relationship.

In continuous change perspectives. Strategy 9 This model helps to consider the magnitude of change when considering changes in organisation and changes in strategy – see below: Change In Organisation (State) Culture Structure Systems People Changes In Strategy (Direction) Vision Positions Programmes Facilities More conceptual (Thought) More Concrete (Action) Do all 8 aspects of the organisation need to be changed in unison or whether bits and pieces can be changed one after the other? In discontinuous change perspectives. each individual change is actually narrow in scope. In continuous change perspectives. what ever the changes. evolution demands a high number of piecemeal adjustments to be made over a prolonged period of time. Context. Content. do they need to be moderate or radical in nature? In discontinuous change perspectives. revolution demands comprehensive action on all 8 fronts – the scope of change must be broad. so whilst the accumulated changes may be broad in scope. evolution demands a gradual development out of the present situation by means of moderate steps – the amplitude of change should be low. 2 nd Ed”. Secondly. p244 Change. Amplitude of Change High 5 1 Low 1 Revolutionary Change Focused Radical Change Comprehensive Moderate Change Evolutionary Change 5 Broad Narrow 9 Scope Of Change The Change Amplitude/Scope Matrix 19 .A Collection Of 4 Box Models The Change Amplitude/Scope Matrix Further Reading Applications Bob de Wit & Ron Meyer “Strategy: Process. revolution demands a radical departure from the present situation – the amplitude of change should be high.

or the change strategy dictated to you by choosing a specific place in the change arena. 2 nd Ed”. Content. p299 Change. Resistance Force No Change Discontinuous Change Sporadic Change Continuous Change 5 High 9 Change Force The Change Arena Matrix 20 . Context. Strategy 9 High 5 1 Low 1 Low When used in conjunction with the previous model (scope vs amplitude) it can become easier to see the actions required upon choosing a change strategy.A Collection Of 4 Box Models The Change Arena Matrix Further Reading Applications Bob de Wit & Ron Meyer “Strategy: Process.

Also. Risk 5 1 Low 1 Low Allocate with pleasure! Low allocation 5 High 9 Effort/Spend The Risk vs Effort/Spend Matrix 21 . for example? Scoring on scales of 1-9. for example. the scoring system can be used to weight the amount of cash allocation in terms of percentage of total.A Collection Of 4 Box Models The Risk/Effort or Spend Matrix Further Reading Applications Charles Handy “Understanding Organisations” Decision Making 9 High Some allocation No Allocation Where should you allocate cash resources. plotting the results on the grid etc can be useful for getting an idea of consensus levels and if different parties are operating to different agendas and/or understandings of the situation and task.

A Collection Of 4 Box Models The Salesperson Concern/Company Orientation Matrix Further Reading Applications Salesperson Mapping 9 What is the general attitude of a salesperson with regards to the customer and the company? • • Doesn’t care – this person cares neither for the customer nor the employer – move them! Potentially unfair dealings for the customer – this could damage your reputation as a selling organisation (unless this was planned!) – find the source of this behaviour (misaligned incentive scheme. Good balance – says it all – replicate this! Salesperson Concern for customer High 5 1 Low 1 Giving Away Margin Good balance Doesn’t care Potentially unfair dealings for the customer 5 Low High 9 Company Orientation The Concern/Orientation Matrix • • 22 . Giving away margin – this sales person may not fully understand where the value-add comes from or where margin is lost – perhaps product/service retraining is needed – or they are being too eager to close the sale – further investigation needed. problems in recruitment etc) and address it.

Expressives – social specialists The scoring 1-9 can be used to plot/gauge intensity of behaviour. What is the general attitude of a salesperson with regards to the customer and the company? • • • • Analytical – reserved technical specialists Drivers – control freaks. Versatility .The readiness with which a person outwardly displays emotions or feelings and develops relationships.Individual's ability to adjust personal pace and priorities to help interaction with a person of another style. Responsiveness (sociability) .edu/~renglish/377/notes/chapt05/ Personal Development / Social Styles / Selling Style 9 Driver “What” Expressive “Who” Firstly. some definitions: Assertive (dominance) . Amiables – support specialists. Assertiveness 5 1 Analytical “How” Amiable “Why” 5 Responsive / Emotional 9 Responsiveness The Assertiveness/Responsiveness Matrix 23 . Visit the further reading reference on the Internet.The degree to which a person attempts to control situations or the thoughts and actions of others. or preference for using that behaviour.A Collection Of 4 Box Models The Assertiveness/Responsiveness Matrix Further Reading Applications Assertive / Telling Unassertive / 1 Non Responsive / Controlled http://www-rohan. Gauge your preferences and those of your key customer contact.sdsu. Try to align your behaviours and language with theirs – sell to them in the way they want to be sold to! Be aware of your less-preferred styles and develop strategies to deal with them.

A Collection Of 4 Box Models The Competence/Attitude Matrix Further Reading Applications Good To Great. but low competence. Management Project – these people have the right kind of attitude. The competence bit can be fixed through training. Harper-Collins Culture change (downsizing?!) 9 High 5 1 Low 1 Low Poisoners On The Bus What kind of people do you want to keep as you move the culture forwards? • • Off The Bus – don’t expend your efforts here – they are too much work – you don’t want them on your journey to the future! These need to leave the organisation. It would be wise to determine why their attitude is so bad. By Jim Collins. WARNING – it may indicate a development need for the manager! On the bus – you keep these! These people will help you take the culture forwards now. Because they perform their attitude could be picked up more readily by others. These people poison the future. but their attitude sucks. Keep them on your bus for the journey to the future! Competence Off The Bus Management project 5 High 9 Attitude The Competence/Attitude Matrix • • 24 . Poisoners – these need more consideration – they perform. Treat with caution with a possible view to removal. coaching and good management – unless they are square pegs in round holes – so look for the right shaped hole! Look to keep these as potential stars for the future.

Motivation To Change High 5 1 Low 1 Co-operator Change Agent Inhibited Innovator Catalyst 5 Low High 9 Challenge Behaviour The Motivation/Challenge Matrix • • 25 . • • Co-operator – this person is keen to change but is not likely to challenge the status quo – they need somebody to do that for them.A Collection Of 4 Box Models The Motivation/Challenge Behaviour Matrix Further Reading Applications Innovation Potential Indicator. these individuals are useful at the start. Inhibited innovator – these people can innovate. and are they motivated to challenge the status quo and so trigger innovation in the first place? This matrix can help with identifying and managing the different styles within a team. they are not motivated to change or challenge. but certainly keen to challenge the status quo. but may need careful management – perhaps to get them involved incrementally with change. can change. are they content to initiate change as a result of innovation. Change agent – these people are not only keen to challenge the status quo. They may need careful management to direct their energies and enthusiasms such that those around them aren’t affected negatively by their sometimes excessive zeal. but for some reason. but also to do something about it. at the present. Oxford Psychologists Press Individual Approach To Innovation 9 Assuming everybody can innovate in some way. Catalyst – less keen to change.

g. Blackwell Business. Concealed learning – the individuals are learning and innovating. and go wherever – this is often where the really radical stuff can be expressed.pdf Cultural Style For Innovation Radical Regulatory Revolutionary Insights & Discoveries Stage Models For a given route to innovation (see the 4 boxes). Stage models – enable task-focused organisations to get radical but through the medium of models. Control Culture Concealed Learning Planned Implementation Incrementalism Subjective / People Objective / Task Focus The Innovations Paradigm Matrix 26 . Large monolithic commercial organisations are likely to favour objectivity and regulation (rules. policies. incremental innovations. Planned implantation/incrementalism – here the nature of the innovation is about improving the current situation slightly. e.p-nrg. Government requirements to shave 2 or 3% from spending budgets every year drives small. www.com/resources/thesis. but the control culture is not allowing that learning to spread – it’s concealed. a particular organisation’s culture may help things along.A Collection Of 4 Box Models The Innovations Paradigms Matrix Further Reading Applications Creativity And The Management Of Change. Revolutionary insights – there are no bounds or controls. Oxford (p55) MSc Thesis “A New Model For Workplace Innovation”. structures etc) and so would find it difficult to engage with revolutionary insights of the kind needed to avert a major strategic disaster for example. and individuals doing the learning can share and spread ideas. T Rickards. working through a series of stages perhaps. or be a hindrance.

A Collection Of 4 Box Models The Morale/Effectiveness Matrix Further Reading Applications An Experiential Approach To Organisation Development 6th Edition. page 100 Organisation Development / Consultancy Low Cheerleader Persuader Pathfinder Morale High Stabilizer Analyser Low High Effectiveness The Morale/Effectiveness Matrix 27 . Harvey & Brown D. 2001 Prentice Hall.

quickmba. on the organisation itself. or used to look at current reality in order to determine strategy. What does the organisation have or lack (that sets it apart from the competition) that will make it poorly placed to execute its strategy? Opportunities – what lies outside of the organisation that will work in favour of the strategy? Threats – what lies outside of the organisation that will work against the strategy? Focus Internal Strengths Weaknesses Supporting Countering Categories The SWOT Matrix • • • Under each heading you list those features and elements that apply to the current situation and strategy. on the organisation itself.e.e. • Strengths – internal focus. and the same for the other two boxes.A Collection Of 4 Box Models The SWOT Matrix Further Reading Applications http://www. It can be looked at in terms of the fit between reality and proposed strategy. 28 . Please note that the strengths box should not be a simple mirror or opposite to the weaknesses box. i. and supporting and countering aspects. What does the organisation have (that sets it apart from the competition) that will have it well placed to execute its strategy? Weaknesses – internal focus. How many people think of it in terms of a 4 box model?! The two dimensions are as depicted – internal/external focus. i.com/strategy/swot/ Organisation/Strategy Stock Take External Opportunities Threats The SWOT Matrix has been with us for some time.

A Collection Of 4 Box Models Contributors The following people all kindly contributed models.uk/ Highclere Sales Training.com David. www.uk David Cotton Associates.com marj@setters.leornian.oxfordprojects. http://www.davidcottonassociates.pmcscotland. 22 Hundred Acres Road.Balkind@gsb.uk Potential Energy Ltd martin@p-nrg.plus.org.com http://www. Tim@highclere-salestraining.com 29 .com/ Nationwide Katywalton1972@yahoo.co. suggestions.strath. sources and I am grateful to them.uk In Business.co.ac.com www. Allan Mackintosh Bernard Amos David Balkind David Cotton Katy Walton Lynne Ewer-Morgan Marj Setters Martin Schmalenbach Oxford Projects Ltd Tim Royds Performance Management Coaching. Wickham.com Leornian Consulting. Hants lynne@inbusiness. allan@pmcscotland.

sixdegreesnetwork.com/network/ http://www.ecademy.uk http://www.networking121.uk http://www.org/ http://www.bawe-uk.com http://www.bni-europe. Networking Web Sites http://www.co.startups.bagladyit.brenet.com/ http://www.com/ http://www.co.co.allwoods.everywoman.co.uk/ http://www.com/ http://www.bagladyit.com On Line Business Forums http://ox1.networkingbusinesswomen.shell-livewire.bpwuk.ryze.org.com/forums/ http://www.com/ http://www.A Collection Of 4 Box Models Networking The following web sites facilitate networking and are offered without prejudice or judgement.uk/links.everywoman.com/ http://www.uk/ http://www.htm 30 .org.womeninruralenterprise.ukbusinessforums.network.htm Other Useful Links There are many more helpful business-related links to be found at http://www.auroravoice.biz/forum/ http://www.uk/forum/ http://www.co.buddynetwork.com/forums/ http://www.uk/prowl.uk http://www.magentacircle.co.com/ http://www.com Women In Business http://www.