Knowledge Object Topics- 5th 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.

• What are the implications when organisation attributes a disaster like explosion to blackbox problem?
• What strategy is appropriate for structured training in a busy culture?
• How to handle a reluctant group to participate?
• How to resolve seemingly business ethical conflict?
• An ethical twist to trading !
• Distinction between "ambition" and "direction in life".
• Alternative way to manage a long list of improvement items
• Should bad economic downturn force us to take the other extreme measure?
• Is "Leadership by Examples" enough to motivate the organisation to move forward?
• How treatment of perceptions on human values reflects general failure of organisation desire to improve business performance?
• Should moral value be a paramount consideration for the organisation?

• Managing Truth or Managing Reality
• Is there a right or wrong mental model on Leadership Style?
• Why manager's perception of what is coaching different from reality?
• Can a leader use a more human approach occasionally on top of command-control style of management?
• Negative / unintended consequences of different management fads. What can be done?
• Are techniques and skills alone sufficient for effective coaching?
• What critical role to overcome incessant organisation reactive behaviour?
• Can I straightaway apply system tools, improvement techniques to a new environment?
• Is the primary role of a manager just to manage only? Manage What?
• Dilemma of Manager contributed by self-inflicted paradigm
• How to manage collective leadership?

• Does management incessant thirst for information help to resolve organisation fundamental problems?
• Is "Top Management must be committed" the one and only strategy?
• Distinction between Blame Culture and Feedback Culture
• What is the role of Quality Auditor, or System Auditor with respect to ISO 9000 Quality System?
• Distinction between Blindness to Reality and Vision.
• How to overcome deep feeling of mistrust / hurt feeling when my boss betrays me?
• Use of PMI thinking tool : what if I totally dis-agree with some one's ideas?
• Use of PMI thinking tool : definition of Plus, Minus and Interesting?
• How to conduct meeting whereby members can collaborate with each other to resolve issues or to get things done?
• How should professionals testify in contractual dispute between main contractor and sub-contractor?

• Is auditor's primary role to ensure compliance?
• How to stop customer's bad habit of constantly overdrawing which is allowed by present manager but discouraged by Headquarters?
• What can a victim of a system do?
• How to effect skills transformation / development?
• How to better understand "No Blame Culture"?
• Confusion over "Blame and Responsibilities".
• To understand "The Whole from its incomplete parts".
• What is the Single Theory of Solution that can cure all management problems?
• Is new technology (e-mail) the root of evils, that need to be tamed with rules and regulations?
• Which management theory is the best?
• How Management perceives feedback? What is feedback?
• Does "No Blame" culture means the need of "God-Father Protection""?

• Strategies to intervene a vicious reinforcing feedback loop that retards organisation growth.
• What strategies to effect Organisation Change.?
• Can we continue to console ourselves that we need time (unlimited time implied) to see results?
• To what extend can Competency and Skills help an organisation to grow?
• Distinction between Packaging and Synergising.
• Why sometime we feel that with large effort we put in, we don't get effective result?
• How to achieve unifying knowledge / skills to help organisation aligned?
• How to design a project to improve internal communications?
• Is influence tactics a significant contributing factor on organisation culture?
• Are we skilful jugglers of all aspects of our life?
• Are System components comparable to Jigsaw puzzle pieces?
• Mode of Information reporting : a perpetual debate leading to nowhere!
• Chairman behaviour influences members - How to effect a change in members response?

• When regular meeting forms pattern of reactive behaviour, how to re-design the meeting approach?
• A simple Team Learning technique in meeting.
• Where should one stop adding parts to exercise system thinking ?
• How to design a structure to manage daily symptomatic issues / problems?
• How to handle many variables of possible causes to an effect?
• How to cause staff to practice team learning among themselves?
• What techniques to use for first meeting with a group of people not having a common goal yet?
• What is wrong with Quality Control Circles?
• How rigid mental model causes more frustration and stifle creativity?
• To what extent teambuilding workshop simulates real work environment?
• Teamwork : A Building or Learning Process?

• Help sustain interest in learning in your organization.
• Is it necessary to obtain auditee's signature of consent for internal quality or system audit?
• Should we not follow external quality auditor's practice of getting auditee's signature as acceptance of audit reports?
• How and Why more audits and more documentation become self-reinforcing loop?
• What causes organisation strategic trusts to get trapped in no advancement?
• How to steer a frustrated manager towards greater sphere of personal influence?
• How to increase staff collective intelligence using different role-play by managers?
• How to cause staff to interact more on inter-dependent relationship?
• Use Employee Suggestion Scheme to enhance leadership development.
• In what ways active participation by leader cannot help resolve issues but perpetuates the symptomatic problems?

• Present objective system picture in order to draw in interrelated parties to participate on improvement?
• Transforming workplace culture or Culture shaping people behaviour?
• If organisation culture is the "culprit", what should one do?
• Understand the role of a Quality Executive?
• Leader effect Knowledge Management in the day to day organisation activities?
• Is there Unfairness in System Audit?
• System Audit seeks evidence of non-compliance against what?
• Create structural tension between customers and business vision
• Strategies to attract customers to new business
• Importance of understanding "System"
• Understanding "System" in the context of management
• Understanding "Systems Within Systems"

• Are sum of parts the cumulative properties of the whole?
• Is Analysis the only approach to solve Problems?
• Management treatment of Complexity
• Overall system behaviour contributed by what parts?
• Clear underlying mental model is more important than techniques and tools
• How excessive use of tools and techniques may blur the personal vision
• Another perspective on Change Management
• Understanding "Resistance to Change"
• When new management program is thought to be saviour to organisation.
• Management good intention, like Employee Suggestion Scheme, can backfire!
• Can Suggestion Scheme be an empowering tool?
• How employee's mental model creates problems and stress to themselves?
• Employee self defeating paradigm

• Are management games potentially useful for learning organizations?
• Is effective LEARNING caused by training, teaching, or facilitating between a group of learners and "expert'?
• Learning and Personal Vision
• What should be feedback mechanism for effective learning to take place?
• What is Left Hand Column?
• Competency of a System Auditor - quality of audit statement.
• Why many well intended best ideas never get implemented successfully?
• What are the factors to consider if we want to be more aware of "Mental Models"
• Discussion on "leap of abstraction".
• Discussion on "Inquiry and advocacy".
• Discussion on "Espoused theories & Theories-in-use".
• How to have Learning Organisation when emotional abuse of people is rampant?

Up to 500

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By Andrew Wong, 12th June 1998

COPYRIGHT 1997

c 1998 eMail-Andrew Wong

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