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Below are described the twelve interactive
models comprising the
Leadagement Technologies Model System:
1. ProZones Models.
Virtually all organizational relationships can be explained by four simple Venn diagrams.
Embedded in this simple model illustration are complex concepts that yield an understanding
of culture and cultural capacity.
2. Nested Outcomes Model. There are seven levels of nested organization
beginning with the individual and ending with governance on a global scalre that
each have a set organizational development outcome toward which all work is directed..
3. RGB Model. The three requisite tendencies that people
bring to their work and the implications those tendencies have on the work dynamic
... so that people can be combined to do more productive work with greater predictability
and enhanced synergy.
4. OMR2, 3, and 4 Model. How to quickly and confidently plan for improving
the human response to change initiatives using six interactive elements ... so that
the organizational response to change can be consistent in the midst of chaos.
5. The People Working Model. The relationship
between the five elements of work ... so that dynamic priorities can be adjusted
to achieve optimal results.
6. The Basic Model. The requisite cycle of organizational
development through four sequential cultural paradigms ... so that they can maximize
the periods of optimal productivity.
7. The Unifying Human Systems Model.
The ten interactive elements of living human systems ... so they can better determine
the systemic affect of influences on that system, including their own influence while
integrating the system. Show Presentation.
8. ICO Model. How to involve people appropriately in cultural change
initiatives affecting them by planning three levels of increasing group performance
... so individual contributions can be maximized.
9. The BRES Cultural Change Model. How to accelerate the change of
organization cultural capacity by adjusting three dynamic elements ... so that improvements
can become deliberate rather than accidental.
10. Organizational Banding and Smart Tailoring Model. People working
in organizations gravitate toward one of five Bands of capacity that each respond
to specific factors toward improvement.
11. Organization Alignment Model. There are three strata in all organizations
that meet the needs of people working in them. These strata mesh in "Ideal"
organization cultures with the talents that people have and bring to the work they
do.
12. VAK Model. How people store and access their organizational learnings
in three universal categories ... so their best attributes can be marshaled intentionally
when and where they are needed.
13. The Leadership and Management Paradox Model.
The three symptoms of a silent paradoxical undercurrent that exist when in a position
of legitimate authority ... so that they can do the right things right more often
without fear.
14. New Behavioral View Model (Scan, Focus, Act, Respond). How to truly
understand the systemic root of any situation ... so that dysfunctional cycles can
be disrupted and replaced with functional ones.
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