Judd N. Adams
Management Training, Consulting & Project Facilitation
Ideas -- Insight -- Transformation

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 CORE COMPETENCIES HANDBOOK AND TOOL KIT

(What You Didn't Learn in Kindergarten, High School or College)

    This book includes the best ideas from more than forty books, and insights and tools (e.g. self-assessment questionnaires and problem solving forms) that I have developed in thirty years of university teaching, management training, and management consulting/organizational development.  After reading the annotated Table of Contents, if you would like to learn more about the book, read the Overview of Book Contents and Structure. If you are interested in purchasing the book, see purchase order.  

    If you are a trainer, and are interested in using this book with my course Critical Thinking, Problem Solving and Decision Making, discuss your need with me and we will work out a mutually satisfactory arraignment. Call me at 303 494-4241 (my home office) or send me an email at juddadams@att.net.  

A.   Thinking and Communication Skills (217 pages)

  1. Understanding Language is The Basis of Clear Thinking -- Evolution and the Nature of Language – How Animal Communication is Similar & Different from Human Communication – What is Thinking?  Is There Thought Without  Language? – How Language Developed – Language and Consciousness – Language is Fundamental to Thinking – How Words Shape Perception and Enable Thought – Functions of Words – How Words Change Their Meaning – Language Ambiguity and Growth – Semantic Precision, The Careful Use of Language – Types of Definitions – Semantic Ambiguity in the 2000 Florida Presidential Election

  2. Thinking is a Continuum -- Paleologic Thinking (“On-Line” or Immediate Reaction) – Innate Causal Thinking – Informal and Deliberative (“Off-Line” or Delayed) Thinking – Convergent and Divergent Thinking – Levels of  Consciousness and Attention – Emotion, Thinking and Reasoning – A Brief Exploration of Brain    Functions

  3. Paradigms and Paradigm Thinking -- Scientific Paradigms (Thomas Kuhn) – Business (Joel Barker) & Cultural (Alvin Toffler) Paradigms – Paradigm as a Psychological Construct – Content and Process Futurists – Paradigm Literacy – Deep Knowledge (W. Edwards Deming) – Levels of Paradigms – Examples of Functional and Dysfunctional Paradigms – Going Back to Zero (the Competitive Framework When Paradigms Change) – Paradigm Shifters & Paradigm Pioneers – Paradigm Paralysis & Paradigm Pliancy

  4. Deliberative Thinking and Reasoning --   The Nature of Logical Arguments – Deductive & Inductive Arguments – Venn Diagrams (A Tool to Illustrate Relationships Among Propositions) – Types of Fallacies (Faulty Reasoning) – Symbolic Logic (Symbols Used to Represent Propositions) – Argument as Reasoned Dialogue – Burden of Proof – Levels of Proof – Spin – Categories of Fallacious Questions – Fallacy or Weak Argument? – Statistical Thinking – What is Truth, The Legal Perspective – Lateral, Divergent, Creative Thinking

  5. Scientific Thinking, Causality and Root Cause Analysis -- Based on Scientific Method – Necessary and Sufficient Cause – Correlation and Cause are Not The Same – Methods for Determining Cause-Effect Relationships  – Cause Effect Structures (Multiple Causes, Multiple Effects, Precipitating Event, Causal Chain, Alternative Causes, Interaction Effects, Predisposing Factors, Probabilistic Cause) – Superstition – Root Cause Analysis of Unequal Wealth in the World (Jared Diamond

  6. Empathetic Communication -- Emphatic Communication Rationale & Benefits (Catharsis, Move to Rational Problem Solving, Develop Emotional Insight, Create a More Constructive Frame, Develop a Deeper Relationship) – Reflective Listening, Active Engagement – Reframing, Changing the Meaning of a Situation (Negative to Positive, More General, More Focused, Reduce Emotional Content, Soften a Demand Into a Request, Change Complaint to Request)

  7. Skill Development Exercises -- Semantic Precision (careful use of terms – 6 items) – Recognizing and Evaluating Arguments (Deductive and Inductive Inference – 6 items) – Statistical Reasoning (2 items) – Cause-Effect Reasoning (3 items)  

B.  Problem Solving (Conflict Management) & Decision Making (172 pages)

  1. The Gap Analysis Model -- Problem = Gap Between Actual and Desired – Piρata Problem Solving (Developing Solutions Without Knowing Cause) – Scientific Problem Solving (Hypothesis Testing & Focused Search for Data) – Performance Variability – Algorithms and Heuristics – Problem Solving Taxonomy – Why and How We Build Models – Guidelines for Selecting a Problem Solving Model

  2.  People Performance Improvement Model -- A Multipurpose Diagnostic Model (Subordinates, Peers, Boss, Family, Friends, Neighbors) – Non-Blaming, Win/Win Negotiations  – Ownership Stays With Respondent – Prepare Before the Meeting – Forms for Recording Data – Self-Assessment (Have I Clearly Communicated My Expectations) – A Critical Question – Follow Up Meeting

  3. Conflict Management, Dispute Resolution and Mediation -- Conflict Management Competencies: Strategies, Communication Skills, Conflict Dynamics Emotional Intelligence (EQ) – Conflict Is Natural – Conflict is a Continuum – Conflict Has Layers – Workplace Sources of Conflict (Values, Data, Structures, Relationships, Interests) – Conflict Styles (Thomas Kilman) – Consciously Choosing Your Style (Strategy) – Win-Win Negotiation (Fisher & Ury) – Building Healthy Relationships (Fisher & Brown) – Self-Assessment Forms

  4.  Work System Performance Correction (Kepner-Tregoe) Model -- Normal Managerial Problem Solving is Chaotic and Undisciplined – The KT Model Guides Search for a Precipitating Event That Caused a Sudden Decrease In Performance – Focus on Distinguishing Features Between Problem and Non-Problem – Solution Objectives: Essentials and Desirables

  5. Work System Performance Improvement Strategies -- Work System Elements: Input, Process, Output, Outcome, Feedback – Feedback Triggers Problem Solving – Analysis of the Meeting as a Work System – Continuous Improvement Should be the Goal – Cause-Effect Diagrams Define Areas to Investigate – Pareto Charts & 20/80 Rule Focus Efforts – Trend Analysis – Division of Insurance Phone System Project – Customer Satisfaction Questionnaires – Reactive and Proactive Triggers to Work Systems Improvement

  6. Accident Root Cause Durable Solution Analysis --  Six Counter Productive Practices – Case Study of an OSHA Accident – An Analysis Framework: Underlying Conditions and Precipitating Event – Follow Root Cause Path Until You Find a Durable Solution – Cause-Effect Diagrams Can Be Helpful – Forms for Reporting an Accident and Locating Root Causes  

  7. Effective Problem Solving Meetings -- Common Meeting Problems Include Topic Jumping, Not Listening, Semantic Imprecision, Lack of Focus – Effective Meetings Require Attention to Mechanics: Structured & Focused Agenda, Effective Moderator, Minutes, Homework (Preparation Between Meetings) – Effective Meetings Require Teamwork and Discipline: Formal (Assigned) & Informal (Unassigned) Roles, Agreement on Ground Rules and Norms Guiding Interpersonal Behavior,  Commitment to a Civil Dialogue, Focus on Problem Solving and Decision Making, Commitment to Process Evaluation and Continuous Improvement  

  8. Decision Making -- The PrOACT Model (Problem Statement, Objectives, Alternatives, Consequences, Tradeoffs) – Comparison With Kepner-Tregoe Model – Case Study: Making a Housing Choice – Type I & Type II Decision Errors (False Positives & False Negatives) – Strategies for Managing Decision Error (Conservative, Lenient, Balanced) – Case Study: Pilot Selection Criteria – Strategies for Multiple Objectives (Maximize, Optimize, Satisfice) – Some Simple Decision-Making Strategies (Edward deBono) – Common Decision Making Biases (Reality Frame/Perception-Memory Bias: Dramatic Events/Media Bias, False Patterns, Not By Chance/It Must be a Miracle, Lack of Knowledge & Bias in the Question, First Impressions, Hallo Effect, Recency Effect, Biased Search for Information; and Memory Bias: Status Quo, Change for the Sake of Change, Sunk Cost, Prudence Trap, Overconfidence, Conformity and Risk Avoidance, Framing Trap/Asking the Wrong Question) – Strategies for Overcoming Bias – Adams 4-Step Decision Making Model (Decision Framework, Objectives, Alternatives, Selection)  

C.  Personal & Interpersonal Effectiveness, Workplace Psychology and the Dynamics of Conflict (93 pages)

  1. Emotional Intelligence (Robert Goleman --  A. Self-Management:  Self-awareness (Emotions, Accurate Self-Assessment, Self-Confidence), Self-regulation (Self-Control, Trustworthiness, Conscientiousness, Adaptability, Innovation), Motivation (Achievement Drive, Commitment, Initiative, Optimism) –  B. Social Competence: Empathy (Aware of Others’ Feelings, Caring, Action), Social Skills (Communication, Conflict Management, Leadership, Change Catalyst, Collaborative Style) – Johari Window – EQ Questionnaire (139 items)

  2. Peak Performance (Charles Garfield) and Effective Habits (Steven Covey) -- Proactive – Motivated by Mission – Focused on Results – Manage Time – Self-Management – Adaptable/Change Oriented – Emphatic Communication – Win/Win Orientation –Creative Cooperation – Self-Renewal  

  3. Personality (MBTI) and Personal Style -- Summary Characteristics of the Four MBTI Dimensions (Extroversion-Introversion, Sensing-iNtuitive, Thinking-Feeling, Judging-Perceiving) – Preference, Behavior& Competence Are Not the Same – Awareness of MBTI Differences Can Improve Problem Solving – MBTI Differences in Communication, Time Management, Conflict Management – MBTI Type Frequency Changes by Organizational Level  – Work Style Questionnaire, A Tool for Identifying Inadvertent Work Conflict and for Developing Norms

  4. Unconscious & Irrational Factors: Lizard Logic and Transactional Analysis -- Three Ego States: Child, Parent, and Adult – Tapes are Childhood Memories That Affect Present Behavior –  Natural Child, Adaptive Child, & the Little Professor – Nurturing Parent, Judging Parent – Problem-Solving Parent –  Life Scripts & Event Scripts – Four Basic Life Orientations – Positive & Negative Strokes, Self-Esteem and Self-Confidence – The Emotional Bank Account – Time Structuring to Avoid Boredom & Gain Strokes – Complementary, Crossed & Ulterior Transactions – Psychological Games – Lizard Logic/Dinosaur Brain, Metaphor for Non-Rational Motives: Dominance, Territory, Aggressiveness, Impulsiveness, Survival Instincts, Sexual Impulses  

  5. Stress, Time Management and Wellness --  Stress is Personal (Idiosyncratic) Not Universal – Stress is a Matter of Degree & a Continuum – Moderate Stress is Good – Physical, Social & Psychological Stressors – Stress Management Strategies – Time & Stress Management are Interrelated – Personal Mission, Goals & Objectives – Study & Control Time – Self-Assessment Questionnaires

D.  Management, Leadership & Teamwork (73 pages)

  1. The Competent Manager (Richard Boyatzis) -- Job Effectiveness Model – Job Competency: An Underlying Characteristic of Successful Performance, a Mix of Knowledge, Skill, Motive, Trait, Self-Image, & Social Role – Five Clusters: Goals/Action, Leadership, Human Resource Management, Directing Subordinates, Focus on Others – Twenty Competencies: Proactivity, Efficiency Orientation, Stamina & Adaptability, Accurate Self-Assessment, Conceptualization (Pattern Recognition), Logical Thought (Cause-Effect), Self-Confidence, Concern with Impact, Effective Oral Presentations, Positive Regard for Others, Use of Socialized Power (Networking/Team Building), Self-Control, Perceptual Objectivity, Managing Group Process, Developing Others, Use of Unilateral Power, Spontaneity – Comparison with Emotional Intelligence, Covey and Garfield  

  2. Leadership Theories -- Leadership and Management are Different, and Complementary – Leadership is the Process of Creating Change, Both Continuous Improvement & Transformation – Leadership Involves Different Characteristics and Strategies – Six Schools of Leadership Research: Personal, Team Leader, Positional, Political, Visionary, Ethical – Leadership Begins With a Decision  – Functions: Vision, Alignment, Inspiration – What Subordinates What in a Leader– A Leadership Model Proposed

  3. Teamwork -- Eight Characteristics: Mission, Member Competencies, Unified Team, Collaborative Climate, Standards of Excellence, External Support & Recognition, Principled Leadership – Team Building Stages: Forming, Storming, Norming, Performing – Examples of Norms  

  4. Continuous Improvement --  Innovation is Important, KAIZEN is More Important – 10 KAIZEN Principles: Continuous Improvement, Everyone Is Involved, Process-Oriented Management, People-Oriented Management, Improvement Based Upon Measurement & Standards, Disciplined, Systematic Problem-Solving Process, Total Quality Based on Training, Customer Focus, Long-Term Perspective, Corporate Culture Affects Productivity

  5. Mission, Vision, Scenarios Analysis, Strategic Thinking -- Mission: Why You Exist, Organization, Subgroups, Individual – Vision: Where You Want to Go – Strategic Plan: How to Reach the Vision – Scenario Analysis: Projecting Alternative Futures to Inform Decision-Making Today

  6. A Problem Solving Decision-Making System -- Conduct an Audit to Learn How Your Organization Makes Decisions

  7. Conducting a Management-Leadership Audit --  An Audit Requires a Theory or Model (Standards of Concepts of an Effective Organization) – Deciding on a Model is a Benefit Itself – Two Phased Audit Strategy: Allocation of Resources to Management and Leadership Functions; Assessment of Effectiveness – The Process of Creating an Organization – The Management  Cycle: Performance Planning, Performance Monitoring, Problem Solving & Corrective Actions, Performance Appraisal – The Audit Cycle: Mission, Outputs, Outcomes, Structure and Process, Resources, Environmental Assessment – Questionnaires in Appendix E.

Appendices

A.  Answers to Skill Development Exercises (25 pages)

B.   Understanding the Future: Paradigm Shifts and Trends (84 pages)

  1. Future Shock B Alvin Toffler 

  2. The Third Wave B Alvin Toffler

  3. Creating a New Civilization: The Politics of the Third Wave B Alvin & Heidi Toffler

  4. Megatrends 2000: Ten New Directions for the 1990's -- John Naisbitt & Patricia Aburdene 

  5. The Competitive e Advantage of Nations --Michael E. Porter

  6. Head to Head B Lester Thurow

  7. The next Century -- David Halberstam

C.  Problem Solving and Decision Making Case Studies (46 pages)

D.  Total Quality Management Philosophy and History (61 pages)

  1. Five essays by the author

  2. Abstracts of 55 articles on TQM

E.  Questionnaires and Forms (64 pages)

     Problem Solving Models and Strategies

  • Accident Root Cause Analysis

  • Conflict Assessment Worksheet

  • Meeting Process Observer Form

  • Meeting Effectiveness (34 items)

  • Performance Diagnosis Worksheet

  • Readiness to Negotiate Worksheet

  • Win-Win Negotiation Assessment (128 items)

     Personal & Interpersonal Effectiveness

  • Achievement, Power and Affiliation Needs (30 items)

  • Assessment of Ego-State and Assessment of Ego-State Overuse (13)

  • Decision Making (9)

  • Emotional Intelligence Assessment (139)

  • Organizational Games and Counter-productive Behavior (34)

  • Stress Seeking (12)

  • Time Management Beliefs (13)

  • Time Management Behavior (20)

  • Time Management Common Problems (14)

  • Work Conflicts Diagnosis (9)

  • Work Stress (50)

  • Work Style (work oriented MBTI B 54)

  • Work Values and Satisfaction (26)

     Management, Leadership & Teamwork

  • Leadership Functions and Behaviors

  • Management-Leadership Audit

  • Supervisory Effectiveness (34)

  • Teamwork Effectiveness Assessment (30)

  • Team Leader Effectiveness Assessment (11)

F.  Glossary   

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