Knowledge Object Topics - 2nd Part

Below are some of the Knowledge Objects (topics for disucssion) I contribute to the Internet Knowledge database

Some sample of complete Object can be viewed in this homepage.

Goal: Purpose ; Question; Theme; Objective; ..

In what way System audit can contribute towards organisation teamwork?
Why some typical System Audit findings make staff feel defensive?
Mis-understanding of "Management Responsibility"
Why "Management Responsibility" is not a personal attack?
The danger of "non-interference" policy.
How management behaviour is copied by shopfloor staff?
The origin of "see no evil, hear no evil and speak no evil" attitude among shopfloor staff.
How "shift the burden" can easily happen when faced with a crisis.
How Management logical thinking can be fatal.
The cause of "see no evil, hear no evil and speak no evil" attitude among shopfloor staff.
A skewed and unbalanced organisation learning
How external learning initiatives can create chaos to organisation?
How internal organisation learning can be more structured?
Difference between Learning becoming a habit and Learning driven by programs.
How managerial illusion is created?
How Management by Faith / Trust alone can lead to illusion.
How System Audit can help to review Reality and shake off Management illusion.
How Reengineering can create false sense of security that improvement is in hand?
Reengineering includes theory of "system and behaviour" but does not work in reality!
Fallacy in thinking that Reengineering is dealing with mechanical parts only.
Difference between "Management of event" and "Management of Pattern"
How reactive management cannot contribute towards preventive measure?
What is Quality Loop?
What should govern Managerial behaviour?
How self-ego and defensive behaviour of upper management create disorder and chaos?
Understanding Managerial behaviour
Difference between shopfloor activities and managerial activities
How a wrong question from the upper management can create havoc?
How appropriate questions from the upper management can help steer staff energy towards organisation goals?
What are the appropriate questions from the upper management?

Goal: Purpose ; Question; Theme; Objective; ..

How to overcome personal ego, pride and sensitivities?
How personal ego, pride and sensitivities can retard organisation growth?
Importance of feedback system
How good intention / sincerity can cause un-intended negative consequences?
What is "Quality System"?
What is "Process"?
What is "Product"?
What is "Organisation Structure"?
What is "Customer"?
What is "Supplier"?
What is "Quality"?
What is "Quality Policy"?

Goal: Purpose ; Question; Theme; Objective; ..

What is "Quality Management"?
What is "Quality Planning"?
What is "Quality Control"?
What is "Quality Improvement"?
What is "Quality Plans"?
What is "Quality Loop"?
What is "Requirements for quality"?
What is "Quality Assurance"?
What is "Total Quality Management"?
What is "Management Review"?

Goal: Purpose ; Question; Theme; Objective; ..

What is "Record"?
What is "Quality Audit"?
What is "Preventive Action"?
What is "Corrective Action"?
How to overcome personal perception and feeling ?
How to be more objective?
What can contribute to unnecessary fear / stress in work?
Who should resolve the conflict between boss and sub-ordinates?
When can one practise and apply management concept / theories from training?
Why and how "Business" viewed as "Knowledge" can be useful?
Typical construction project delay problem.
How Teamwork and Collaboration can help eliminate stress / frustration in work?
How leadership / effective result can be effected even by a staff without high authority?
The importance of Global Mindset and Vision
How fragmented Knowledge Management give rise to dispute / crisis over time?
Why the principle of teamwork and collaboration should be applied at earliest opportunity?
How boss or manager's strong personal opinion (right or wrong) can create fear in organisation?
Difference between Incentive and Motivation

Goal: Purpose ; Question; Theme; Objective; ..

What is "Vital Record" and what is "Trivial Record"?
Why Organisation Policy on Record Keeping is important?
What could be essential for Knowledge Management?
How "Learning" can create confusion, chaos and experience of lack of focus / direction in an organisation?
The difference between Learning and Ideas.
The danger of shallow interpretation of Learning of an organisation.
How "copying ideas" is mistaken as "Learning".
What is the correct organisation structure?
What is the purpose of an organisation structure?
Who should have power over who?
What is the correct organisation structure?
Why 5-7 years TQM journey still goes nowhere?
Quality Practitioners : blind leading the blind?
Activities infested organisation under TQM
Why logically sound Management Integration Model does not produce effective intended results?
Is Integration merely a Concept or Discipline?
Does Management Team need Plan-Do-Check-Action (PDCA) thinking tool?
Relationship between symptoms and mental model.
Importance of shifting static mental model to new dynamic, emergent mental model.
A case of vicious cycle of managing symptoms
What is Servant - Leader?
How a system can get tempered and mutilated over years?
What can be the unintended negative consequences by focusing on profit / financial return of investment?

Goal: Purpose ; Question; Theme; Objective; ..

The importance of review of own mental model / assumptions against a set of Principles.
How a set of Principles can help towards common understanding / shared vision.
What is the meaning when an organisation has no practice of "System thinking, Teamwork,
Shared Vision, Mental Model"?
How to manage "office politics"?
What could be the purpose (s) of a Rewards System?
Servant-Leadership, Not Power-Leadership
Mental Model : Principles for others to practise, not for me!
Who should be leading a new Quality Culture?
Why good intention like establishing Quality Culture to organisation always fail?
What ire the Contradiction and clashes between "Zero Defect" and "System Thinking"
The Danger of "Zero Defect" thinking.
Leadership is like the three-blind men and an elephant.
How do you motivate people?
What motivates people? Can you motivate people?
What is the highest level of motivation?
What type of motivation can produce enduring change?
Should motivating people strictly follow the sequence of Maslow's law of human needs hierarchy?
If human needs are constantly changing, how could we have an effective motivation program for an organisation?

Goal: Purpose ; Question; Theme; Objective; ..

Why many Reward / Recognition Schemes could not produce enduring and effective result for organisation?
Why organisation focus is only on Reward / Recognition Schemes?
Is turnover of staff a bad thing?
What impact can turnover of staff create,?
What are the main reasons people leave organisations?
What are some of the things that can be done to reduce turnover?
What are the most important things to consider when developing a Rewards System?
How do you evaluate the effectiveness of a Rewards System?
When is a Rewards System considered effective?
What could be the purpose (s) of a Rewards System?

Goal: Purpose ; Question; Theme; Objective; ..

If a Rewards System is to increase profit and rate of return for the shareholders, how do you evaluate the effectiveness of a Rewards System?
What is a Learning Organisation?
Which is the most important discipline of a Learning Organisation?
How do we develop a Learning Organisation?
What is the value of developing a Learning Organisation?
How does a Learning Organisation relate to TQM, BPR?
How to see the "Forest" and differentiate it from the "Trees"?
How to "pause" chopping trees (fire-fight) and to "see" the Forest as a whole?
What is Heisenberg's Uncertainty Principle?
What are the implication / understanding of Heisenberg's Uncertainty Principle?
What are other expressions of Heisenberg's Uncertainty Principle?
What is Von Foerster's Theorem?

Goal: Purpose ; Question; Theme; Objective; ..

What is the significance of Von Foerster's Theorem in management?
How a vicious circle is further accelerated by one-self?
How a management system weaknesses surface during time of crisis / stress?
What does "being Responsible Corporate Citizen" entail?
Natural Leadership Vs Institutionalised Hierarchical leadership
Is crisis the factor for creating shared vision and teamwork?
Crisis and Von Foerster's Theorem.
In what way can a courageous leadership be demonstrated?
Is it important that each member of an organisation knows what is going on in other parts of the organisation?
What is the best organisation structure to ensure quality compliance (ISO 9000)?
What are the consequences / implications of another organisation structure to support continuing ISO 9000 certification scheme?

Goal: Purpose ; Question; Theme; Objective; ..

If having another organisation structure to support ISO 9000 implementation adds no value but only confusion and more bureaucracy, how do we go about it then?
Is maintaining ISO 9000 certification the only purpose by itself?
What should be the greater purpose of ISO 9000 certification?
How to manage multiple requests?
How compartmentalised large corporation can cause havoc to service contractor?
How a complex system can overwhelm a smaller system?
Implication of merging two systems of vast difference in complexities.
Is there a limit to caring in an organization?
There is no Blame!
What is the limitation in using IQ to judge human intelligence?
What is IQ : Intelligence Quotient?
What is the limitation in using IQ to judge human intelligence?
What is a new view of Intelligence, besides the standard IQ test?

Up to 200

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By Andrew Wong, 14th Jan 1998

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