Our “visual aids”

Organisation

• Logical levels (according to R. Dilts)
  
• Model of the radical market economy (F. B. Simon)
  
• Model of the radical assessment (S. Fissenewert)
  
• Empirical success factor research (according to Collins and Porras)
  
• Strategy cones (R. Nagel, R. Wimmer)
  
• Environmental analysis (according to Ulrich)
  
• Competitive strategies (according to Porter)
  
• Analysis of the industry dynamics (according to Porter)
  
• Core competence analysis
  
• Scenario procedures
  
• Knowledge tree (H. Willke)
• CAPTain

Management

• MBTI (Myers Briggs Type Indicator)
  
• Situational management (according to Hersey and Blanchard)
  
• Q12 (Gallup)
  
• Management versus leadership (Jack Hawley)
  
• Leadership architect (Lombardo and Eichinger)
  
• Focus on respect (P. Rathsmann),
  
• Motivation and motivating (according to Rolf Wunderer)
  
• Collegial consulting (reflecting team, hypothesis flower bouquet, charts)
  
• Individualised coaching

Team

• Team cultural cycle (according to D. Francis, D. Young)
  
• Team developmental clock (B. Tuckmann)
  
• Four pages of a message (S. von Thun)
  
• Belbin test (M. Belbin)
  
• Concentric circles of team development
  
• Iceberg model (P. Watzlawick)
  
• STAB Model

Personality development

• The action competency model (M. Neuland, M. Göttenauer)
  
• The cycle of consciousness (S. Miller, P. Miller)
  
• The Johari window (J. Luft, H. Ingham)
  
• The comfort zone model
  
• The circle of habits
  
• The life swing
  
• The principle of self-responsibility
  
• The principle of respect
• Career anchor (Edgar Schein)