Management Models

The Onion Model of Resistance is a model I developed initially to describe resistance to change. I subsequently generalised it to cover handling: resistance to ideas in a presentation sales objections resistance in a learning environment resistance to engagement Full details are in the Handling Resistance Pocketbook. I recently had a couple of articles published by […]

Yesterday, I posted the first part of an article published in the September 2011 issue of Training Journal. I describe how I developed the Onion Model that is at the centre of The Handling Resistance Pocketbook. Here is Part 2 of that article. From one Model to many It was around 2004 when a client […]

In the September 2011 issue of Training Journal, I describe how I developed the Onion Model that is at the centre of The Handling Resistance Pocketbook. Here is that article. Models are the way that human beings understand our world, and everything we experience. We are constantly building models to explain what we observe, or […]

I have just confirmed a couple of extra tour dates for my speaking tours this year, promoted by Bite Size Seminars. This makes a total of 32 seminars I will be speaking on four topics and you can look at the synopses by clicking on the links. Practical Project Management Risk Happens! Control Risk and […]

This post is now out of date. �In April, we added eight extra dates. For an updated schedule of tour dates, please click here. I have just confirmed a whole load of tour dates for my speaking tours this year, promoted by Bite Size Seminars. I will be speaking on four topics and you can […]

The core of The Handling Resistance Pocketbook is �The Onion Model�. Indeed, one of the drivers for writing it was to put my �onion model of resistance� into the wider world.� I originally developed this in the context of resistance to change and used it in training and facilitation sessions for the last eight years.� […]

Social power is the ability to influence other people. Many thinkers have sought the source of this power: perhaps the most successful were John French and Bertram Raven. Their study of social power is valuable to us in understanding the power dynamics of organisational life. Seven sources of social power French and Raven identified seven […]