Video Notes: Leadership, Change, and Management Tools (Vocabulary Flashcards)

Vocabulary flashcards covering key models, theories, and frameworks from the lecture notes across leadership, change, and team development.

SWOT Analysis

A strategic planning tool that identifies internal Strengths and Weaknesses and external Opportunities and Threats.

TOWS Analysis

A framework that pairs external Opportunities and Threats with internal Strengths and Weaknesses to develop strategic options.

FUEL Model

A coaching framework: Frame the issue, Understand the current state, Explore the desired state, Layout a plan.

GROW Model

A coaching framework: Goal, Reality, Options/Obstacles, Will/Way forward.

Lewin's Change Model: Unfreeze

Phase where the organization prepares for change by challenging existing norms.

Lewin's Change Model: Change

Phase in which new behaviours, processes or structures are implemented.

Lewin's Change Model: Refreeze

Phase in which the new state becomes the standard operating practice.

PDCA Model

Continuous improvement cycle: Plan, Do, Check, Act.

McGregor's X&Y

Theory X assumes people dislike work and need control; Theory Y assumes people enjoy work and seek responsibility.

Maslow's Hierarchy of Needs

Pyramid of human needs: Physiological, Safety, Social, Self-esteem, Self-actualisation.

Autocratic Leadership (Lewin)

Leader makes decisions independently with little input from others.

Democratic Leadership (Lewin)

Leader involves the team in decision-making, seeking input.

Laissez-faire Leadership (Lewin)

Leader delegates substantial autonomy and provides minimal supervision.

Situational Leadership

Leader adapts style based on follower readiness and competence, using Tell, Sell, Participate, or Delegate.

Telling, Selling, Participating, Delegating (Situational Leadership)

Four leadership styles describing levels of guidance and involvement corresponding to follower readiness.

SBI Model

Feedback framework: Situation, Behavior, Impact.

Emotional Bank Account

Trust concept: deposits (positive actions like keeping commitments) build trust; withdrawals erode it.

TNTs (Tiny and Numerous Things)

Small, frequent actions that cumulatively build or erode trust.

Handy’s Organisational Cultures

Four culture types: Power (centralised), Role (bureaucratic), Task (shared goal), Person (individual focus).

Talent Map Grid

Tool to plot individuals by Performance and Potential to guide talent development.

Skills Matrix

Scorecard-like grid rating skills to map team competencies.

Forming (Tuckman)

Initial stage where the team forms and begins to understand purpose.

Storming (Tuckman)

Stage of conflict and competition as members assert themselves.

Norming (Tuckman)

Stage of developing cohesion and shared norms.

Performing (Tuckman)

Stage of effective collaboration and delivering results.

Adjourning (Tuckman)

Stage of wrapping up and disbanding the team after goals are reached.

ABCD Trust Model

Trust framework: Able (competence), Believable (integrity), Connected (empathy), Dependable (reliability).

360 Feedback

Feedback gathered from managers, peers, subordinates, and other stakeholders.

Kilman’s Conflict Model: Competing

High assertiveness, low cooperativeness; pursuing one's own concerns.

Kilman’s Conflict Model: Collaborating

High assertiveness, high cooperativeness; seeking win-win solutions.

Kilman’s Conflict Model: Avoiding

Low assertiveness, low cooperativeness; avoiding the conflict.

Kilman’s Conflict Model: Accommodating

Low assertiveness, high cooperativeness; sacrificing one's own concerns.

Kilman’s Conflict Model: Compromising

Moderate assertiveness and cooperativeness; finding a middle ground.

Covey’s Negotiation: Lose/Win

One party yields to the other; relationship-focused but suboptimal outcome.

Covey’s Negotiation: Lose/Lose

Both sides concede; outcome is not optimal for either party.

Covey’s Negotiation: Win/Lose

One side wins at the expense of the other.

Covey’s Negotiation: Win/Win

Mutual gains where both parties benefit.

MBO (Management By Objectives)

Management approach where goals are jointly set, progress is reviewed, and performance evaluated.

Johari Window

Self-awareness model with Open, Blind, Hidden, and Unknown quadrants; feedback expands the Open area.