Accordingly, the following model shows how key personal and organizational development concepts, theories, and models are related, and how they can be used to achieve purpose and mission, respectively.
The red block (goals that further purpose, vision, or mission) illustrates how rows of concepts, theories, and models are related, organized by columns. The blue block (how to achieve goals) illustrates how columns of concepts, theories, and models are related, organized by rows.
Note that these row and column relationships are not to be viewed as discrete "black or white" relationships or categories, as many of the concepts, theories, and models components that comprise the related rows and columns also relate to other components in this matrix, not found in related rows and columns.
Accordingly, this matrix attempts to "best" relate like theories, concepts, and models, with the intent of helping organizations and individuals influence change, to achieve their purpose, vision, and/or mission, by providing them a comprehesive set of goals (in red), and a comprehensive set of tools to achieve their goals (in blue), collectively the Janson Systems Thinking Matrix (workspace in green).
| Janson Systems Thinking Matrix: Change, Value, Behavior, & Performance for Organizational & Personal Development | Multiple Intelligence: | Social | Emotional | Artistic | Spiritual | Naturalistic | Practical | IQ: linguistic, logical, math | Physical | ||||||
| Maslow and Drake: | Socialization and status | Safety | Stimulation | Survival | Self-actualization | ||||||||||
| MBTI and Jung: | Extravert | Feeling | Intuition | Introvert | Perceiving | Judging | Thinking | Sensing | |||||||
| Erickson: | Love and Care | Will | Purpose | Fidelity | Hope | Competence | |||||||||
| Freud: | Young Adult and Adult | Anal | Phallic | Genital | Oral | Latency | |||||||||
| Innovation Model: | Business model | Technology model | |||||||||||||
| Star Model: | People | Rewards | Strategy | Structure | Processes | ||||||||||
| 7 S's: | Staff | Shared values | Strategy | Style | Structure | Skills | Systems | ||||||||
| 11P's: | People | Promotions/ persuasions/ packaging/ principles | Purpose, Positioning | Place | Product/ service | Price | Processes | ||||||||
| Balanced Scorecard: | Marketing, customer service, sales, pr, hr, negotiation | Innovation, ideation, and organizational learning, Six Sigma, Kaizen, Hoshin, TQM | Finance, accounting, tax, and valuation. | Operations, legal, and risk management | |||||||||||
(Corresponding 10-K Sections)
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(Parts I and III)
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(Part III)
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(Part I)
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(Part II)
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(Part III)
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(Part II)
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(Part II)
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(Parts I and II)
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Goals = The Result of Completing Scheduled Behavior(s)
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| 7 Habits of Highly Effective People: | SMART goals: | Senge/ Kolb Connecting/ Deciding | Stakeholder and competitive analyses/ valuation modelling | Janson Systems Thinking Model: | Frame purpose or mission or goal | Goal Acheivement Tools | |||||||||
| Begin with the end in mind; Think Win-Win | Valuation of change | ||||||||||||||
| [S]pecific goals | Internal/ External PEST Analyses | Behavior following the valuation of change | Research goal | ||||||||||||
| 7 Habits: Seek first to understand | [A]ttainable goals | SWOT/ GAP/ Opportunity-Cost/ SIM | [A]nalyze goal | ||||||||||||
| Put first things first | Senge/ Kolb Doing/ Acting | WBS: Flowchart of behaviors | [D]esign goal | ||||||||||||
| 7 Habits: Be proactive | GANTT: Scheduled Behaviors | [D}evelop or plan goal | |||||||||||||
| [R]ealistic/ [T]imely goals | ABC: Behavior-based costing | [I]mplement goal | |||||||||||||
| [M]easurable goals | Senge/ Kolb Reflecting | PERT: Behavioral bottlenecks | [E]valuate goal | ||||||||||||
| 7 Habits: Synergize | 360 Feedback | Innovate goal | |||||||||||||
| 7 Habits: Sharpen the saw | Stakeholder and competitive analyses/ Structured decision -making | Integrate goal | |||||||||||||
| Quantitative analysis / qualitative analysis | Performance of the behavior following the valuation of change | Reevaluate goal | |||||||||||||
