Management Fundamentals: The Iceberg Model
- 1. Management Fundamentals: The Iceberg Model Project Management Consulting Yossi Barezer April 2016
- 2. AGENDA • Introduction • The Iceberg Model Diagram • Overview • Finding the Root Cause • General Examples - #1 & #2 • Behavioral Model - Ex.# 3 • Managerial Model - Ex.# 4
- 3. Introduction • The model is called an Iceberg Model because similar to an iceberg, there is more going on than is seen • In other words… The hidden factors are what influencing the individual behavior which reflected by the actual results
- 4. The Iceberg Model Diagram RESULTS/ ACTUAL BEHAVIORS DRIVERS OF BEHAVIORS The ‘hidden’ area represents the other 85% - 90% of the whole The ‘surface’ represents 10% - 15% of the wholeAbove the Surface Under the Surface
- 5. Overview • You only ‘see and feel’ above the surface 10% - 15% of the whole – Actual behavior/Result • Thus, 85% - 90% of the data is below the surface – Hidden data • The hidden data directly effects actual individual behavior and the results • This model can be applied to various fields • This lecture examines two key management behavioral models
- 6. Finding the Root Cause • When you analyze a situation/result/status, you need to put aside your assumptions and ask yourself: Why is it happening this way?
- 7. Example #1 Why do you think the roadrunner is running?
- 8. Is it running from the coyote? Example #1
- 9. Or, is there something else… Example #1
- 10. Why is the man running? Example #2
- 11. Behavioral Model - Ex. #3 Actual Behavior Motivation, Experience Knowledge, Values, Belief, Fears, Skills… • Inner core (motivation, beliefs, values, etc.) directly impacts the decision and the actual behaviors above the surface • It is very difficult to change the inner core • The goal is to pay attention to the actual individual's behavior and then address the inner core accordingly • This will help to improve the individual's overall performance
- 12. Hard Skills such planning Soft Skills such Communication, Social • Most processes focus on hard skills that can be measured: planning, scheduling, prioritizing, etc. • Many managers are familiar with hard skills; they manage and track them using GANTT, excel, spreadsheets, etc. • As a manager, you need to look at the bigger picture and to identify how soft skills will impact the overall project performance • Then, provide alternate soft skills or improve the specific behavior Managerial Model - Ex. #4
- 13. Thank You