User:Geoseh/sandbox

Not to be confused with Six Sigma.

Not to be confused with Lean Manufacturing.

Not to be confused with Value engineering.

Not to be confused with Reengineering.

Tribal Knowledge Paradigm is a management paradigm, which is a set of touchstones, forcing functions, and structured processes that incubates management best practices.

Tribal Knowledge (synonymous with Know-How) is the collective wisdom of the organization. It is the sum of all the knowledge and capabilities of all the people.

Tribal Knowledge Paradigm makes evaluating impact on Know-How a keystone in management decision making along with Mission Relevance and Return On Investment, then lays out a structured process of engaging the whole organization in continual improvement.

Mission Relevant Tribal Knowledge focuses a high energy change oriented culture on corporate mission as well as alignment and growth in Know-How. Equating Tribal Knowledge to corporate Know-How and taking action to improve it in context with strategic mission is a statement that people (the tribe) are fundamental to success and establishes that the leader believes in his/her people.

The innovation and change processes of this paradigm are structured to incubate business best practices and provide experiential learning in:

• Leadership
• Strategic Planing
• Innovation
• Change Management
• Employee Motivation
• Internal Growth

Leadership

"Leadership Best Practices" are a set of actions. While most leadership pundits and academics focus on character traits or qualities, the Tribal Knowledge Paradigm prescribes actions within a structured process. This is an example of substance trumping form. In other words, the Tribal Knowledge leader is judged by his actions, not his pedigree.

These proactive actions are an experiential learning for leadership in inspiring to the whole organization.

> First is to find an adequate mission statement. One that the rank and file as well as all stakeholders can buy into. For some that may be to secure survival by reaching reasonable profitability and growth rates, after that hurdle an expanded vision that will inspire all. > Second is to take direct responsibility and engage the whole organization in productive innovation and improvement. . By stating that "know how" and action are the path to mutual success, by communicating a starting mission statement, and by launching an "Urgency" initiative, the leader has proactively placed himself out front. > Third is to energize the process of innovation. Recognize and guide ideas, approve proposals for action, provide supportive feedback on progress, and recognize accomplishments. "Small successes are infectious" > Forth is to sustain the process. Take the innovation process under direct leadership, expanding scope as know how advances.

In this leadership model there is a consistent focus on innovation and continual improvements in mission relevant "Know How" and internal growth.

Leadership success is dependent on followers, therefore the leader must be able to wear the shows of the follower. If there leader provides opportunity for" - sense of purpose, - sense of belonging, - sense of active and meaningful roll, - sense of accomplishment, and - sense of well earned respect to all in the organization, then any leader will have enthusiastically loyal followers.

Strategic Planing

"Strategic Planing Best Practices" ... Using the Tribal Knowledge Paradigm strategy is organic to the organization. “Organic strategy” means that it grows naturally from normal operations of the company. i.e. it builds on the core business or the fundamental strengths. Strategy developed with in the Tribal Knowledge Paradigm is founded in the concept that implementation is the most important part of any strategy. Strategic successes are measured only by results. It is truly about actions taken.

Actions .... mission relevant know how

Mission points the direction for strategic action. At the core of the strategic arsenal is .... "Know How" SWOT ... drives action #1 Capitalize on strengths, and external opportunities (exercises and strengthens know how), #2 counter weaknesses and threats (builds know how)

Innovation

"Innovation Best Practices" ... Innovation is a creative process. Recognized successful creativity is a powerful motivator which drives people.

The TKP, by making "Mission Relevant Know How" and "total company engagement" keystones of management decision making drives organic innovation.

Change Management

"Change Management Best Practices" ...

Change driven from the top vs "organic change"

Change born from mission relevant know how is addictive.

Employee Motivation

"Employee MotivationBest Practices" ...

achievement motive is rather rare although it can be learned through experience.

successive achievement build know how.

in context of group dynamics successive achievement builds culture.

A group / team process that has successive successes ....

Internal Growth

"Internal Growth Best Practices" ... fix all ... everyone has a roll ...

Every CEO has Internal Growth on the agenda, yet few communicate to the rank and file that some rate of growth (both profit and revenue) is required for basic survival. Such communication begins to chalk the field.

Perhaps the easiest mission statement is the minimal internal growth with a sense of urgency. i.e. survival It is unusual that the rank and file receive honest communication on just what minimal corporate expectations are. Then to set a range of acceptable is a notch up from survival. There is an unacceptable profit margin but not an unacceptable growth rate.

Once acceptable profitability and growth is reached then amplified growth ...

Methods

"methods best practices" ... goal ... boundaries ... rules ...

Action and momentum first. With the kinetic energy in momentum we can begin to gain control of the process of innovation. Structured process ... that forces experiential learning from best practices. (do it this way and you will see the potential ...)