The Debunking Unit reveals and rectifies the flaws in common management concepts and practices.

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Debunked management concepts and practices

DU001

70% of organizational change initiatives fail

View 70% of organizational change initiatives fail

DU002

Change is a journey

View Change is a journey

DU003

Employee engagement

View Employee engagement

DU004

Resistance to change

View Resistance to change

DU005

Authenticity

View Authenticity

DU006

Project prioritisation matrix

View Project prioritisation matrix

DU007

Open Space Technology (to be published w/c 22 May 2017)

DU008

Maslow’s Hierarchy of Needs

View Maslow’s Hierarchy of Needs

DU009

Kurt Lewin’s three-step change framework (to be published w/c 22 May 2017)

In the pipeline

Burning platform

Communication is 7% verbal and 93% non-verbal

Mission

Organizational culture

Purpose

Strategy

Value delivery

Values

Vision

Some prime candidates for debunking

8-Step Change Model (John Kotter)

Agile, inc. Scrum

Brainstorming (Alex Osborn)

Causal Model of Organizational Performance and Change (W. Warner Burke and George Litwin )

Change curve (John Adams)

Change formula: D x V x F > R

Co-creation

Collaboration

Command and control, elimination of

Design thinking

Empathy

Five Forces (Michael Porter)

Focus groups

Force field analysis (Kurt Lewin)

Four Steps to Generative Dialogue (William Isaacs)

Future Search (Marvin Weisbord and Sandra Janoff)

Holacracy (Brian Robertson)

Lean

Logical levels model (Robert Dilts)

Mission

Myers-Briggs Type Indicator

Nudges (Richard Thaler and Cass Sunstein)

Real Time Strategic Change (Robert W. Jacobs)

Root cause analysis

Spiral Dynamics

StrengthsFinder (Donald Clifton / Gallup)

Systems theory

Teal organizations (Frederic Laloux)

Theory U (Otto Scharmer)

Three kinds of power (Starhawk)