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

Leadership

  • 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)


Process-One