Behavior Products


Behavior products essentially refer to measurements of the effects or results of behaviors rather than the behaviors themselves. That is, rather than directly monitoring the actual behavior of the client, you would monitor any temporary or permanent effect (product) that can be seen as the result of a specific behavior. When the behavior product is simply deposited or left over from some ordinary set of client/system interactions, the “product” is synonymous with a type of “physical traces.”

 

Behavior products can be used when a more direct measure of the behavior might interfere with the behavior directly, or when the behavior itself is not available for measurement. Since the observer is not ordinarily present when behavior products are used, there is less chance for the measurement process to interfere with the natural occurrence of the behavior.

 

There are a number of advantages of using products. First, a product readily lends itself to precise counting and quantification for evaluation purposes. Second, the observer does not have to be present when a behavior is being performed. Third, using behavior products generally does not disturb or interrupt the ongoing flow of the client’s behavior. Finally, use of behavior products is relatively easy to implement, requires little or no special equipment, and can easily be taught to the client or relevant others.

 

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

Why we fail?


The results we intended occur, and we label the result a success. Failure, on the other hand, denotes an undesired outcome. The results we were looking for didn’t come through. To replace failure with success, we need to understand the way that different actions yield different results. In a sense, it’s simple as discarding actions and underlying thought patterns that lead to undesired results and replacing them with deeds and thoughts that lead to the right outcome. Of course, in practice, it’s much easier to say than to do.

Actions result from patterns of thought, and these patterns often form in order to justify the actions that are expected of us. In other words, it’s a cycle. The need for certain action dictates the development of a way of thinking, and that way of thinking leads to the desired actions. Now, if the results of those actions become undesirable, then it follows that you need to change the thought patterns.

Do people really tailor their thinking to accommodate their actions? In some ways this process can be very detrimental; for example, when we alter our beliefs so we can get away with doing things we were brought up to believe are wrong. Yes, our beliefs are fashioned by society, by our environment and culture, but anyone who denies that an individual can radically change his or her way of thinking is seriously underestimating the power we can exercise over our minds.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact www.asifjmir.com, Line of Sight

Psychology of Entrepreneurs


Some people are more likely to become successful entrepreneurs because of their mental attitudes. Intensive desire for independence, or its converse, high dissatisfaction with operating under the direction of others. Such an urge frequently derives from an authoritarian father, whom the entrepreneur struggles to dominate and surpass. An ironly they point out is that when an entrepreneur finally achieves establishment of an independent firm, the sought-for autonomy may turn out to be a miraj, because the company is still subjected to whims of customers, employees, governmental agencies, financial backers, and others who can ‘boss around’ the entrepreneurs anyway.

Other drives proposed to explain entrepreneurial behavior unclude an urge for power, the will to conquer, and the joy of creating. Most commonly accepted as dominant, however, is ‘Need for Achievement.’ Symptoms of this need are 1) desire to take personal responsibility for decisions, 2) preference for decisions involving risk that is neither very high nor very low, but rather moderate, 3) interest in concrete results from their decisions, tendency to work harder at tasks requiring mental manipulation, 5) not working harder because of financial incentive, 6) tending to think ahead, and 7) preferring to work with experts rather than personal friends.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact http://www.asifjmir.com

The Drive for Speed


The time culture can impose unrealistic deadlines upon those who are charged with the responsibility for delivering improvements. When a supply chain is involved, the single company may be no more able to achieve a tangible impact upon the external environment than it can deliver all the value that is sought by a final customer. When others are involved, there is likely to be bargaining and negotiation.

Environmental initiatives should not result in the pressure for speed or response driving out the lonh-term thinking that is required. Assuming results are required, these might best be achieved as a result of flexibility within the framework of a longer-term relationship.

Today’s craze can be tomorrow’s memory. Too many managers assume that trends will continue longer than subsequently turns out to be the case. With many environmental and social policies taking taking many years to have a significant impact, companies face a dilemma similar to that encountered by those seeking to change attitudes and behavior. By the time the outcomes initially sought have been achieved, the requirement may have changed. Will there be a backlash when people count the costs? Will they become bored? Will certain lobbies go the way of the skateboard as possible become more aware of the lack of achievement in relation to fundamental problems?

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact Asif J. Mir.

Corporate Governance


The corporate culture of an organization can certainly affect what works in the environment. Tailor actions that fit into that culture. No organization is going to be able to change the culture unless it plans for it. My Consultancy–Asif J. Mir – Management Consultant–transforms organizations, makes them relevant, and suggests solutions for succes. For details please contact Asif J. Mir

Redesigning the Organization


The ra, pidly increasing rate of change demands not just incremental change but fast radical alterations of strategy, culture, structure and processes. This is a complex, continuing effort that is closer to revolution than evolution. Actions that must precede the initiation of change; guidance on how to perform the technical, social and behavioral tasks, and the actions required to wrap up and integrate everything into a complete, workably changed organization. Organizational redesign is an excellent demonstration of change leadership, and a simple powerful model of the process.

Redesigning the organization involves a process map of the organization as the basis for process improvement; looking at the various change methods that are available, conducting a broad design of the total organization, and then designing the human resource support processes for the redesigned organization. This follows ways to incorporate the redesigned processes into the existing system. The redesigning of the organization demonstrates how better integration can be achieved to provide better overall results. My Consultancy–Asif J. Mir – Management Consultant–transforms organizations, makes them relevant, and suggests solutions for succes. For details please contact Asif J. Mir

21st Century Company


  • Does your company have a compelling reason for existing?
  • What would the world lose if it ceased to exist tomorrow?
  • Does your company have clear and agreed vision, goals and values?
  • Who within the company has thought through what the vision and these goals and values mean for its relationships with people, whether as customers, suppliers or business partners?
  • Is there an overview of what the company is trying to achieve in terms of various objectives?
  • Are all the objectives expressed in terms of measurable outputs?
  • To what extent are you and management colleagues frustrated with what has been achieved in the area of corporate transformation?
  • What are the symptoms of non-achievement?
  • Is there a process in place within your company to root out the underlying causes of gaps between aspirations and achievement?
  • Is the complex nature, and full extent, of the corporate transformation challenge fully appreciated?
  • Has thought been given to whether particular change elements are missing from the transformation jigsaw puzzle?
  • How genuine is the desire to change in each functional component and business element of your organization?
  • Is there an agreed vision of a more flexible and responsive end point organization?
  • To what extent have the changes which have been introduced into your company to date influenced attitudes, values and behavior?
  • Have relevant roles and responsibilities been allocated, and the required resources been lined up;
  • Are people equipped, empowered and motivated to do what is expected of them?

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations, makes them relevant, and suggests solutions for succes. For details please contact Asif J. Mir

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