The following tools are made available
to our clients for free for use with our services. They are subject to copyright
and we ask that they are only reproduced in accordance with our legal
notices. Other than this they comprise an ever expanding resource that we
make available to assist our expanding communities of practice. 
Tool: Business Structure Dynamics Model - Forsyth
Consulting Group developed the DEM (Dynamic Equilibrium
Model) over a period of two years of research with
dozens of companies. The research
paper presented at the MAAOE 2003 Conference describes
its application and the findings from its trial. Use:
To understand the essential dynamics between the parts
of any organization and to determine whether these are
in balance prior to planning for growth. Abuse:
As a business excellence framework or like a McKinsey
7-S model of separate but connected static parts that
do not constitute a framework of dynamics.
Download: FCG
DEM Model
Tool:
Strategic Management Framework - Many consultants help out with strategy.
True strategic management recognizes that there are at least nine discreet stages
in the strategic analysis process that apply across all the schools
of management theory. The FCG Nine Stages of Strategy Model (9S Model) indicates
the effects of missing any individual stage. Use: To confirm the strategic
process proposed covers all necessary stages. Abuse: As a framework for
strategy tools that fails to see how the stages must link and inter-relate. Download:
FCG 9S Model
Tool: Competing Limits Framework- A familiar model in project
scoping and management is the Time:Quality:Cost interface. Organizations that
achieve Sustainable Excellence learn to manage these three dynamics without tradeoff
- finding instead the right mix. Our version of this simple tool indicates the
way to achieve this synergy. Use: To determine consciously the balance
between essential elements and to model the contributions required. Abuse:
To see the model as a closed system of irreconcilable compromise. Download:
FCG TQC Model 
Tool:
Organizational Coaching Model - An important intervention tool in developing
leadership in organizations is coaching. The FCG TO-COACH™ framework was
developed from a research project and modified specifically for the corporate
context. The foundation model was compared with independent studies examining
successful coaching relationships and the findings were presented at the University
of Sydney 2003 Evidenced Based Coaching Conference (Read the research
paper). Use: To provide structured peer coaching relationships for
managerial effectiveness in organizations. Abuse: Creating status imbalance
in the coach-coachee trust relationship where the user re-names, re-contents or
omits key stages. Download: FCG
TO-COACH™ Model 
Tool:
Thinking Sustainability™ Matrix The hardest aspect of sustainability
is to know if what we intend to do will be sustainable before we do it. The difficulty
with many projects proposals is that they are assessed for impacts, but not designed
for sustainability. The main reason for this is the complexity of the analysis
described in the paper
presented at the 2004 IAIA Conference. The Thinking Sustainability™ tool
resolves this. Use: To determine the sustainability of a proposal by a
framework for sustainability impact assessment. Abuse: To re-write or omit
components to manipulate the outcome. Download: FCG
Thinking Sustainability™ Tool Tool: Sustainability Phases
Matrix All organizations go through the many different phases of understanding
and commitment to sustainability. Aligning the philosophy, principles, policies
and practices is essential if the organization is to integrate sustainability
considerations into its decision making. Until it does this, nothing will align
and nothing will work - and it will never achieve Sustainable Excellence®.
Understanding the phases of sustainability, and how they are different, is the
first step in a tetra-evolutionary approach to sustainable organizational growth.
Use: To map and align the leading edge of the integrated sustainability
programs of an organization to begin the process of internal alignment. Abuse:
Using the framework to guide the public relations or public-face representation
of the type of sustainability the organization wants to project. Download:
FCG Sustainability Phases Matrix
Tool: Sustainable Learning Model Continuous learning
and innovation is a tetra-evolutionary process. The four stages of organizational
learning correspond with the four domains of all holons (Wilber 1995) and occur
at the individual, team and organizational levels. Sustainable Excellence®
is the management of this tetra-evolutionary process of organizational learning
in alignment at all levels in the learning organization simultaneously. Use:
To understand the present stage of learning and understand the dynamics of transition
to the next stage to enable the emergence of new learnings for sustainable growth.
Abuse: To structure phases of change management without reference to the
organizational holarchy - merely creating conflict with the ordinary evolutionarily
cycle. Download: FCG Sustainable Learning
Model
Tool: Integral Consultation Circumplex
There are various modes of 'best practice' for consultation,
used to gather information, to inform and often to convince
others of our views already formed. An integral approach
to consultation requires us to understand how and where
to use each mode. As the time and effort spent on community
and stakeholder consultation begins to burden many organizations,
we ask the question: "Is it possible the approach
we are taking is the right way of doing the wrong thing?".
The Integral Circumplex Tool asks the question
of the perspective(s) we are inquiring into before we
decide on the means of inquiry. A few minutes can save
thousands of hours and dollars that would otherwise
produce no real outcome. It helps us ask the question
'where' before we decide the 'how'. Use of Tool:
To assess the perspectives being inquired into and the
appropriateness of the form of inquiry before designing
the process of inquiry. Abuse of Tool: To re-name
(re-interpret) a segment to justify a slightly different
approach within the same perspective of inquiry (e.g.
using community engagement processes for a stakeholder
information task) re-framing the whole Tool and its
perspectives into the existing dominant perspective
held or methodology used.
Download: FCG
Integral Consultation Circumplex
(If you would like to know more about any of these
resources or how to use them in practice, just contact
us.)
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