Effectively Changing Your Organizationís Thinking and Behavior

Summary   Pre Diagnosis   Instructions   Post Diagnosis

  1. What major opportunities do you have now that are missing the needed changes in thinking and behavior that these opportunities need in order to be developed in a timely and fully-effective way?

  2. What are the missing elements in each case?

  3. What is the size of the potential lost benefit for each opportunity in terms of foregone profits and cash flow?

  4. How can the missing or insufficient thinking and behaviors be supplemented?

  5. How can your pursuit of the opportunity be adjusted so that fewer or different types, or smaller amounts of changed thinking and behaviors will be needed? For example, if a process needs many changes, could you get 95% of the benefit by making only 10 or 15% of all of the possible changes? Or, if there are 7 ways to make a change, does it affect the benefits if you pick the one that the easiest to do? Alternatively, can you reduce the number of changes that need to be made at the same time, so that each increment of change can go more rapidly?

  6. What competing demands on the thinking and behaviors you need can be eliminated or reduced with a lower cost than missing the potential benefits of the major opportunities? For example, if the same people are required to solve a number of other problems, can some of those responsibilities be delegated to others? Or, can some of these tasks be outsourced to a very effective organization that needs little time or direction?

Summary   Pre Diagnosis   Instructions   Post Diagnosis

© 1998 Mitchell and Company

Developed by Veritable Infusion