Intrenion

Framework: Management frameworks

Table of Contents

Creativity, Design, Learning, Writing

5E Model

  1. Engage
  2. Explore
  3. Explain
  4. Elaborate
  5. Evaluate

ADDIE Model

  1. Analyze
  2. Design
  3. Develop
  4. Implement
  5. Evaluate

Anderson and Krathwohl Bloom’s Taxonomy Revised

  1. Factual knowledge
  2. Conceptual knowledge
  3. Procedural knowledge
  4. Metacognitive knowledge

ARCS Model Components

  1. Attention
  2. Relevance
  3. Confidence
  4. Satisfaction

ARCS Model Motivational Design Process

  1. Analysis - Obtain course information
  2. Analysis - Obtain audience information
  3. Analysis - Analyze audience
  4. Analysis - Analyze existing materials
  5. Analysis - List objectives and assessments
  6. Design - List potential tactics
  7. Design - Select and design tactics
  8. Design - Integrate with instruction
  9. Development - Select and develop materials
  10. Evaluation - Evaluate and revise

Backward design

  1. Identify the results desired (big ideas and skills)
  2. Determine acceptable levels of evidence that support that the desired results have occurred (culminating assessment tasks)
  3. Design activities that will make desired results happen (learning events)

Bloom’s Taxonomy

  1. Remember
  2. Understand
  3. Apply
  4. Analyze
  5. Evaluate
  6. Create

Can Do Descriptors

  1. Level 1: Can identify or recognize
  2. Level 2: Can describe or explain
  3. Level 3: Can apply or use in context
  4. Level 4: Can analyze or justify
  5. Level 5: Can create or evaluate

Classroom Instruction That Works

  1. Identifying similarities and differences
  2. Summarizing and note-taking
  3. Reinforcing effort and providing recognition
  4. Homework and practice
  5. Non-linguistic representations
  6. Cooperative learning
  7. Setting objectives and providing feedback
  8. Generating and testing hypotheses
  9. Cues, questions, and advance organizers

Cognitive Apprenticeship Model

  1. Modeling
  2. Coaching
  3. Scaffolding
  4. Articulation
  5. Reflection
  6. Exploration

Cognitive Load

  1. Intrinsic cognitive load
  2. Germane cognitive load
  3. Extraneous cognitive load

Depth of Knowledge Levels

  1. Recall and reproduce
  2. Apply knowledge and skills
  3. Strategic thinking
  4. Extensive thinking

Dick and Carey Systems Approach Model

  1. Identify instructional goal(s)
  2. Conduct instructional analysis
  3. Analyze learners and contexts
  4. Write performance objectives
  5. Develop assessment instruments
  6. Develop instructional strategy
  7. Develop and select instructional materials
  8. Design and conduct formative evaluation of instruction
  9. Revise instruction
  10. Design and conduct summative evaluation

DIKW Pyramid

  1. Data
  2. Information
  3. Knowledge
  4. Wisdom

Fink’s Taxonomy of Significant Learning

  1. Foundational knowledge
  2. Application
  3. Integration
  4. Human dimension
  5. Caring
  6. Learning how to learn

First Principles of Instruction

  1. Task/Problem-centered
  2. Activation
  3. Demonstration
  4. Application
  5. Integration

Gagné’s Nine Events of Instruction

  1. Gaining attention
  2. Informing learners of objectives
  3. Stimulating recall of prior learning
  4. Presenting the stimulus
  5. Providing learning guidance
  6. Eliciting performance
  7. Providing feedback
  8. Assessing performance
  9. Enhancing retention and transfer

Gradual Release of Responsibility - Focused lesson

  1. Name the strategy, skill, or task
  2. State the purpose of the strategy, skill, or task
  3. Explain when the strategy or skill is used
  4. Use analogies to link prior knowledge to new learning
  5. Demonstrate how the skill, strategy, or task is completed
  6. Alert learners about errors to avoid
  7. Assess the use of the new skill

Gradual Release of Responsibility

  1. Focused lesson
  2. Guided instruction
  3. Collaborative learning
  4. Independent tasks

Guaranteed Learning

  1. Design a task analysis
  2. Develop criterion tests and performance measures
  3. Develop interactive instructional materials
  4. Validate the interactive instructional materials
  5. Create simulations or performance activities

Habits of Mind

  1. Persisting
  2. Thinking and communicating with clarity and precision
  3. Managing impulsivity
  4. Gathering data through all senses
  5. Listening with understanding and empathy
  6. Creating, imagining, innovating
  7. Thinking flexibly
  8. Responding with wonderment and awe
  9. Thinking about hinking (metacognition)
  10. Taking responsible risks
  11. Striving for accuracy
  12. Finding humor
  13. Questioning and posing problems
  14. Thinking interdependently
  15. Applying past knowledge to new situations
  16. Remaining open to continuous learning

Inquiry-based Learning

  1. Confirmation inquiry
  2. Structured inquiry
  3. Guided inquiry
  4. Open/True inquiry

Instructional scaffolding

  1. The selection of the learning task
  2. The anticipation of errors
  3. The application of scaffolds during the learning task
  4. The consideration of emotional issues

Kolb’s Learning Styles

  1. Diverging
  2. Assimilating
  3. Converging
  4. Accommodating

Marzano’s New Taxonomy

  1. Self system
    1. Beliefs about the importance of knowledge
    2. Beliefs about efficacy
    3. Emotions associated with knowledge
  2. Metacognitive system
    1. Specifying learning goals
    2. Monitoring the execution of knowledge
    3. Monitoring clarity
    4. Monitoring accuracy
  3. Cognitive system
    1. Knowledge retrieval
    2. Comprehension
    3. Analysis
    4. Knowledge utilization
  4. Knowledge domain
    1. Information
    2. Mental procedures
    3. Physical procedures

Motivating Opportunities Model

  1. Situational
  2. Utilization
  3. Competence
  4. Content
  5. Emotional
  6. Social
  7. Systemic

Universal Design for Learning (UDL)

  1. Multiple means of representation
  2. Multiple means of expression
  3. Multiple means of engagement

PISA Global Competence Framework

  1. Examine issues
  2. Understand perspectives
  3. Interact with others
  4. Take action

SAMR Model

  1. Substitution
  2. Augmentation
  3. Modification
  4. Redefinition

SOLO Taxonomy

  1. Prestructural
  2. Unistructural
  3. Multistructural
  4. Relational
  5. Extended abstract

Technological Pedagogical Content Knowledge (TPACK)

  1. Technological knowledge
  2. Pedagogical knowledge
  3. Content knowledge
  4. The overlaps between them

Transformative Learning

  1. Disorienting dilemma
  2. Self-examination
  3. Sense of alienation
  4. Relating discontent to others
  5. Explaining options of new behavior
  6. Building confidence in new ways
  7. Planning a course of action
  8. Knowledge to implement plans
  9. Experimenting with new roles
  10. Reintegration

Economics, History, Politics, Society

PESTLE

  1. Political environment
  2. Economic environment
  3. Social environment
  4. Technological environment
  5. Legal environment
  6. Environmental environment

Leadership & Management

Belbin Team Roles

  1. Action-Oriented - Shaper
  2. Action-Oriented - Implementer
  3. Action-Oriented - Finisher
  4. People-Oriented - Coordinator
  5. People-Oriented - Teamworker
  6. People-Oriented - Resource Investigator
  7. Thought-Oriented - Plant
  8. Thought-Oriented - Evaluator
  9. Thought-Oriented - Specialist

Competing Values Framework (Quinn & Rohrbaugh)

  1. Collaborative Culture (Internal & Flexibility)
  2. Innovative Culture (External & Flexibility)
  3. Competitive Culture (External & Stability)
  4. Structured Culture (Internal & Stability)

Leadership Pipeline

  1. From managing self to managing others
  2. From managing others to managing managers
  3. From managing managers to functional manager
  4. From functional manager to business manager
  5. From business manager to group manager
  6. From group manager to enterprise manager

Organizational Culture Model (Schein)

  1. Artifacts
  2. Espoused values
  3. Basic underlying assumptions

Situational Leadership

  1. Low competence, high commitment - Telling
  2. Some competence, low commitment - Selling
  3. Moderate/high competence, variable commitment - Participating
  4. High competence, high commitment - Delegating

Span of Control

  1. Manager capacity
  2. Task complexity
  3. Employee maturity
  4. Technology use
  5. Geographical spread

Transformational vs. Transactional Leadership

  1. Transformational - Inspires through vision tactics
  2. Transformational - Challenges the status quo tactics
  3. Transformational - Cares about individual growth tactics
  4. Transformational - Builds emotional connection tactics
  5. Transactional - Sets expectations tactics
  6. Transactional - Uses rewards and penalties tactics
  7. Transactional - Maintains rules and order tactics
  8. Transactional - Monitors compliance tactics

Marketing & Sales

3Cs of Marketing

  1. Customer
  2. Competitors
  3. Company

AIDA

  1. Attention stage
  2. Interest stage
  3. Desire stage
  4. Action stage

Brand Positioning (Keller)

  1. Target audience
  2. Frame of reference
  3. Points of parity
  4. Points of difference
  5. Reason to believe
  6. Brand mantra

Military

Center of Gravity (von Clausewitz)

  1. Exists at each level of warfare
  2. Mostly physical at operational and tactical levels
  3. Is a source of leverage
  4. Allows or enhances freedom of action
  5. May be where the enemy’s force is most densely concentrated
  6. Can endanger one’s own COGs
  7. May be transitory in nature
  8. Linked to objective(s)
  9. Dependent upon adversarial relationship
  10. Can shift over time or between phases
  11. Often depends on factors of time and space
  12. Contains many intangible elements at strategic level

DIMEFIL

  1. Diplomacy
  2. Information
  3. Military
  4. Economics
  5. Financial
  6. Intelligence
  7. Law enforcement

DOTMLPF-P Analysis

  1. Doctrine
  2. Organization
  3. Training
  4. Material
  5. Leadership and education
  6. Personnel
  7. Facilities
  8. Policy

Ends-Ways-Means-Risk

  1. Ends (Goal & Objectives)
  2. Ways (Actions)
  3. Means (Resources & Requirements)
  4. Risk (Risks)

Joint Operational Planning Process (JOPP)

  1. Planning initiation
  2. Mission analysis
  3. Course of action development
  4. Course of action analysis (Wargaming)
  5. Course of action comparison
  6. Course of action approval
  7. Plan or order development

OODA Loop (Boyd)

  1. Observe
  2. Orient
  3. Decide
  4. Act

Powell Doctrine

  1. Is a vital national security interest threatened?
  2. Do we have a clear attainable objective?
  3. Have the risks and costs been fully and frankly analyzed?
  4. Have all other non-violent policy means been fully exhausted?
  5. Is there a plausible exit strategy to avoid endless entanglement?
  6. Have the consequences of our action been fully considered?
  7. Is the action supported by the people of the nation?
  8. Do we have genuine broad international support?

Principles of War (US Army)

  1. Objective
  2. Offensive
  3. Mass
  4. Economy of force
  5. Maneuver
  6. Unity of command
  7. Security
  8. Surprise
  9. Simplicity
  10. Restraint (Joint)
  11. Perseverance (Joint)
  12. Legitimacy (Joint)

Warden’s Five Rings

  1. Leadership
  2. System essentials
  3. Infrastructure
  4. Population
  5. Fielded military forces

Organizational change management

7S Framework

  1. Strategy
  2. Structure
  3. Systems
  4. Shared values
  5. Style
  6. Staff
  7. Skills

ADKAR

  1. Awareness step
  2. Desire step
  3. Knowledge step
  4. Ability step
  5. Reinforcement step

Kaizen

  1. Improvement detection
  2. Process analysis
  3. Solution ideation
  4. Change implementation
  5. Impact measurement
  6. Practice standardization
  7. Ongoing iteration (Kaizen)

Organizational Life Cycle (Greiner)

  1. Growth through creativity phase
  2. Growth through direction phase
  3. Growth through delegation phase
  4. Growth through coordination phase
  5. Growth through collaboration phase
  6. Growth through alliances phase

PDCA

  1. Plan
  2. Do
  3. Check
  4. Act

Theory of Constraints

  1. Constraint identification
  2. Constraint exploitation
  3. Process subordination
  4. Constraint elevation
  5. Process reiteration

Personal growth & Mindset

Barrett Values Model

  1. Survival level
  2. Relationships level
  3. Self-esteem level
  4. Transformation level
  5. Internal cohesion level
  6. Making a difference level
  7. Legacy level

Maslow’s Hierarchy of Needs

  1. Physiological needs
  2. Safety needs
  3. Belonging needs
  4. Esteem needs
  5. Actualization needs

SCARF

  1. Status (Relative importance to others)
  2. Certainty (Predictability of the future)
  3. Autonomy (Sense of control over events)
  4. Relatedness (Feeling of connection with others)
  5. Fairness (Perception of fair exchanges)

Problem-solving & Decision-making

Cynefin Framework

  1. Clear
  2. Complicated
  3. Complex
  4. Chaotic
  5. Confused

DMAIC

  1. Problem definition
  2. Data measurement
  3. Cause analysis
  4. Process improvement
  5. Quality control

Eisenhower Matrix

  1. Crisis management (Urgent & Important)
  2. Strategic planning (Not urgent & Important)
  3. Distraction handling (Urgent & Not important)
  4. Activity elimination (Not urgent & Not important)

Gap Analysis

  1. Present state analysis
  2. Target state definition
  3. Gap bridging approach

Root Cause Analysis

  1. Problem definition
  2. Data collection
  3. Factor identification
  4. Cause discovery
  5. Solution planning
  6. Action execution
  7. Outcome monitoring

Six Thinking Hats

  1. Facts (White)
  2. Emotions (Red)
  3. Negatives (Black)
  4. Positives (Yellow)
  5. Creativity (Green)
  6. Control (Blue)

Product, Service, Development

Customer Experience Pyramid

  1. Level 1: Functionality
  2. Level 2: Accessibility
  3. Level 3: Responsiveness
  4. Level 4: Personalization
  5. Level 5: Emotion

Customer Journey

  1. Awareness stage
  2. Consideration stage
  3. Purchase stage
  4. Onboarding stage
  5. Use/Adoption stage
  6. Support stage
  7. Loyalty stage

Diffusion of Innovation - Adopter groups

  1. Innovators
  2. Early adopters
  3. Early majority
  4. Late majority
  5. Laggards

Diffusion of Innovation - Innovation attributes

  1. Relative advantage
  2. Compatibility
  3. Complexity
  4. Trialability
  5. Observability

Diffusion of Innovation - S-Curve

  1. Introduction
  2. Growth
  3. Maturity
  4. Decline

Jobs-to-be-Done

  1. Main job
  2. Functional job
  3. Emotional job
  4. Social job
  5. Job context
  6. Job progress
  7. Struggling moment

Lean Canvas

  1. Problem
  2. Customer segment
  3. Unique value proposition
  4. Solution idea
  5. Channels
  6. Revenue streams
  7. Cost structure
  8. Key metrics
  9. Unfair advantage

Lean Startup

  1. Build step
  2. Measure step
  3. Learn step

Outcome-Driven Innovation

  1. Define job
  2. Locate job
  3. Prepare job
  4. Confirm job
  5. Execute job
  6. Monitor job
  7. Modify job
  8. Conclude job

TOGAF ADM

  1. Architecture vision
  2. Business architecture
  3. Information system architecture
  4. Technology architecture
  5. Opportunities and solutions
  6. Migration planning
  7. Implementation governance
  8. Architecture change management

Project, Program, Portfolio

CMMI

  1. Level 1 - Initial
  2. Level 2 - Managed
  3. Level 3 - Defined
  4. Level 4 - Quantitatively managed
  5. Level 5 - Optimizing

Sourcing & Procurement

Procurement and Supply Cycle (CIPS)

  1. Define business needs and develop specification
  2. Market analysis and make or buy decision
  3. Develop the strategy and plan
  4. Pre-procurement market testing and engagement
  5. Develop documentation: Pre-qualification questionnaire and detailed specification
  6. Supplier selection to participate in tender
  7. Issue tender documents
  8. Bid and tender evaluation and validation
  9. Contract award and implementation
  10. Warehouse, logistics, and receipt
  11. Contract performance and improvement
  12. Supplier relationship management
  13. Asset management

Strategy & Innovation

5Ps of Strategy

  1. Plan
  2. Ploy
  3. Pattern
  4. Position
  5. Perspective

Ansoff Matrix

  1. Market penetration (Greater share of an existing market with existing products & services)
  2. Product development (New products & services in existing markets)
  3. Market development (Creating new markets with existing products & services)
  4. Diversification (Development of new products & services in new markets)

Bowman’s Strategy Clock

  1. Low price & Low value added
  2. Low price
  3. Hybrid (Moderate price/differentiation)
  4. Differentiation
  5. Focused differentiation
  6. Risky high margins
  7. Monopoly pricing
  8. Loss of market share

Coopetition Analysis

  1. Company
  2. Customers
  3. Suppliers
  4. Competitors
  5. Complementors

Futures Cone

  1. Possible futures
  2. Probable futures
  3. Plausible futures
  4. Preferable futures

GROW Model

  1. Goal
  2. Reality
  3. Options
  4. Will

Hoshin Kanri

  1. Vision setting
  2. Breakthrough planning
  3. Annual alignment
  4. Goal cascading
  5. Strategy execution
  6. Progress monitoring
  7. Performance evaluation

Innovation Ambition Matrix

  1. Core innovation
  2. Adjacent innovation
  3. Transformational innovation

Niche Strategy

  1. Low competition
  2. High market demand
  3. High-income potential

Porter’s Five Forces

  1. Competitive rivalry
  2. Supplier power
  3. Buyer power
  4. Threat of substitution
  5. Threat of new entry

SOAR Analysis

  1. Strengths
  2. Opportunities
  3. Aspirations
  4. Results

Strategy Diamond

  1. Arenas
  2. Vehicles
  3. Differentiators
  4. Staging
  5. Economic logic

SWOT

Internal strengths

Internal weaknesses

External opportunities

External threats

Three Horizons of Growth

  1. Core optimization (Short-term)
  2. Growth expansion (Mid-term)
  3. Future innovation (Long-term)

VMOST

  1. Vision
  2. Mission
  3. Objectives
  4. Strategy
  5. Tactics

VRIO

  1. Value
  2. Rarity
  3. Imitability
  4. Organization

VUCA

  1. Volatility
  2. Uncertainty
  3. Complexity
  4. Ambiguity

Homepage - Terms of service • Privacy policy • Legal notice