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Management Thinking Tools

For solving complex & ambiguous problems. Management Thinking Tools. Introduction. Purpose Explain & sell Management Thinking Tools MTT Identify the business needs it meets Provide a taste of what the workshops will be like Process 2Hrs. Managers, Their Work & Their Thinking.

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Management Thinking Tools

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  1. For solving complex & ambiguous problems Management Thinking Tools

  2. Introduction • Purpose • Explain & sell Management Thinking Tools MTT • Identify the business needs it meets • Provide a taste of what the workshops will be like • Process • 2Hrs

  3. Managers, Their Work & Their Thinking • This diagram illustrates 4 main elements of a manager’s thinking & work.

  4. Vernier Calipers • An investigative exercise • From looking at the calipers what can we find out about each of the elements of the worker and the work? What the tool tells us about the work and the worker

  5. Management Tools • Often to help thinking • Examples • Spreadsheet • Process flow diagram

  6. Manager’s Business needs • Three main areas • Communication • Construction • Self Reflection • Tools to help managers in each area • Increase innovation & creativity • Amplify thinking • Find solutions • Improve interactions • Increase efficiencies

  7. Process Thinking Meta Thinking Two Levels of thinking

  8. The ‘Issue Spiral’ (A Thinking Tool) • A tool for Process & Meta thinking • A 4 phase model • 1. Exploration • 2. Design • 3. Build • 4. Evaluation

  9. Exploration Manager’s issues Advantages? Useful for? Analysis Bunching issues into topics Advantages? Useful for? Exploration & Analysis Topic A Topic B Topic C

  10. 2 Types of Thinking Tools • Visual tools • Collaborative tools • Improved Management Thinking

  11. A two day workshop MTT Structure: the workshop

  12. MTT Structure: Project Planning

  13. MTT Structure: Coaching

  14. MTT Structure:Community of Practice

  15. Management Thinking Tools (MTT): Focus Group During the final session of the program those attending agreed on the following principles for developing some ongoing learning of management thinking tools. 1. Action research based learning:- Real life case studies based on actual Fairfax work projects 2. A community of practice:- The team would meet as a ‘community of practice’, providing collaborative support and learning 3. Full life cycle projects:- If possible the team would be involved with a project from start to finish 4. Theoretical input:- Relevant theory would be supplied by a facilitator to add to the skills already learnt What Next? 2. People 1. Action Location Skills Names Isolation Theory 4. Relevant to Community Coaching 3. Projects Interdisciplinary Case studies Team Support

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