Every individual, team, and organization today faces a constant variety of major and minor changes. Mastering the Change Curve will help you to understand your own reactions to these changes so that you can move more quickly, completely, and effectively through the change process.
Change happens to us every day.
As leaders, we need to know not only how to personally cope with change but also how to ensure that we lead our teams through the change, while all the time keeping them motivated and focused on success.
This Guide introduces Leaders to the foundations of leading through change; providing you with strategies for dealing with change personally, leading your team through the change as well as providing insights into managing the change itself.
Change happens to us every day.
As leaders, we need to know not only how to personally cope with change but also how to ensure that we lead our teams through the change, while all the time keeping them motivated and focused on success.
This Guide introduces Leaders to the foundations of leading through change; providing you with strategies for dealing with change personally, leading your team through the change as well as providing insights into managing the change itself.
20220607 Introduction to Flight LevelsCraeg Strong
The Flight Levels framework represents a breakthrough achievement in the Agile community, finally living up to the promise of true Business Agility. It does this by encompassing every part of the organization and encouraging participation at every level, across all disciplines. The flight level model recognizes that we need three “viewpoints” for managing our work—flight level three, or the strategy level, flight level two, or the coordination level, and flight level one, or the team level. Flight Levels provide a simple and clear way to connect strategy to execution—facilitating alignment and enabling innovation to occur at every level. Unlike complex and prescriptive frameworks, Flight Levels fit in smoothly with your existing processes like Scrum or Kanban and can be adopted quickly and incrementally.
In this talk I will introduce the flight levels framework, focusing on the problems that it solves and how it differs from other well-known frameworks. Unlike other frameworks, flight levels can be used by the entire company—it is non-IT specific. In addition, flight levels can happily coexist with other Agile frameworks. Rather than specify what teams should be doing, the flight levels framework focuses on helping teams coordinate in value streams and connecting strategy to execution at the portfolio and corporate strategy level. Unlike traditional org charts, the flight level system maps the flow of work and helps us understand the needs for coordination--where we need daily touchpoints and feedback loops. A flight level system consists of a flight level three, or strategy level board mapping corporate strategy to our portfolio of work via OKRAs—(objectives key results and Actions) as well as one or more flight level two boards to help us coordinate the work of multiple teams within a given value stream. These boards all connect to our standard flight level one team-level Scrum or Kanban boards. This talk introduces an exciting new approach to enterprise agility that is neither vague nor overly prescriptive. Participants will come away with a new perspective on scaling Agile that they can apply immediately, no matter which Agile framework(s) their organization is using.
TYPES OF CHANGE, organisation change, change management, forces of change, levels of change, resistance to change, methods to change, lewin model of change
CMI Presentation on Organisational Change Maturity Modelkyliemalmberg
On 22 March Caroline Perkins, MD of Carbon Group and President of the CMI, shared her latest research and work from her new book. The Maturity Model supports you and your organisation in becoming more agile with clear levels that you can aim for.
Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
Overview
To thrive in an environment that’s filled with constant change, it’s important to understand how to harness human response to support a sustainable future. Proactively managing organizational change results in a corporate culture that is optimistic—fueled by empowered leadership and employees who feel valued and secure. Helping individuals and teams to recognize the predictable path of transitioning through change can foster innovation and improve business agility.
What You Will Learn
• Understand how the human brain responds to change
• Learn five different ways to reduce threat and increase resilience
• Identify a predictable path of responding to change
• How to lead teams from resistance to performance
Metrics at Every (Flight) Level [2020 Agile Kanban Istanbul FlowConf]Matthew Philip
Slides as presented on Dec 8, 2020 at FlowConf organized by Agile Kanban Istanbul. https://www.flowconf.com/
Organizational change often stalls out at departmental boundaries, whether that is IT or another division. How do we help organizations connect vertically and horizontally to realize the outcomes that they have when undertaking large-scale change efforts?
Join this session to learn from a case study of a bank that combined flight levels and metrics to bridge their departmental boundaries and recognize gains not only in software delivery effectiveness but unifying higher-level strategy.
One of the key tenets of agility is that we are always learning. But how does that fit in if we're always working too? How do we bake in continuous learning without breaking the bank?
Too often learning is treated as a nice to have or even a luxury.
And when we do get to attend training, it usually happens in isolation, making it difficult to apply. The words 'I've learnt that you're doing it wrong' seldom go down well with our teams!
This session looks at a practice based approach to incorporating expert-led knowledge and team expertise in continuous learning into your normal routine.
Why can’t people just get with the program? They question, they challenge, they complain… and it’s all perfectly predictable and normal.
Transition is the emotional process people go through when adapting to a change in their world. It doesn’t matter if the change is positive, like having a new baby or getting promoted. People still have to let go of some parts of their life (perhaps the luxury of sleeping late!) and learn new things (how to change a diaper while half asleep).
The process is predictable, according to the work seminal done by organizational thinker and consultant William Bridges. Leaders who understand what people typically experience during change can put measures into place to help accelerate the transition process.
Download Transition – The Human Side of Change infographic at http://partneringresources.com/new-infographic-transition-the-human-side-of-change/.
This presentation talks of what change management is, why Change management is required and briefly discusses about ADKAR, Kotter's 8 step model, Switch Framework, Kurt Lewin's change model and Virginia Satir model.
Agile Product Management: Getting from Backlog to ValueLeadingAgile
What does it take to create a backlog, build software, release features, and finally deliver value to your customers? From estimation to prioritization, to understanding an end-state vision of an organization, this deck helps you understand the value you're delivering to your users. Learn more about the principles of Agile Product Management in this slide deck from LeadingAgile, Senior Vice President and Executive Consultant, Adam Asch.
Secrets of Value Stream Mapping for Future StateDevOps.com
Value stream mapping is an enormously rewarding process for finding bottlenecks in your software delivery pipelines and for aligning the team’s efforts in improving the shortcomings.
Performing an effective mapping session with your team can accelerate your DevOps and digital transformation journey.
In a prior webinar, we discussed creating a value stream map of your current state which is the foundation for creating a future state map. Join Marc Hornbeek, principal consultant and author with Jeff Keyes, Director of marketing at Plutora for an engaging “how to” style session on performing value stream mapping of future or proposed state.
In this webinar you’ll learn:
A walk-through of how to create a future state value stream map including the key
calculations and metrics
Several tips on how to identify the most critical bottlenecks to be targeted for improvement in a future state value stream map
A discussion of a real-world future state value stream map
What does a Scrum Master do all day if a Daily Scrum is only 15 minutes? This talk - “A Day in the Life of a Scrum Master” - will explore the role beyond simple facilitation of the Sprint Ceremonies. Attendees learn four different areas of focus for a balanced approach to the role.
Why use a Value Stream Map, How to create As-Is and To-Be maps, two types of VSMs (Operational and Development), and how VSMs can help you organize your teams
This guidebook can help team members to know what is expected out of Agile Transformation
PLEASE DOWNLOAD FROM HERE:https://drive.google.com/file/d/10ZXTbrhnl5CFQO_z_Ms2ZlGgCVap4lvg/view?usp=sharing
Breakfast Buzz session June 2019: Building high performing teams.
In today's high-pace and diverse workplace, cohesive and effective teamwork provides organizations the ultimate competitive advantage. We all know that effective teamwork makes for a more fun and effective work environment, but how do we get there?
Bolstered by high levels of caffeine and purpose, his interactive session builds on Patrick Lencioni's The Five Behaviors of Cohesive Teams. We will present and discuss a simple roadmap and practical advice on how to improve organizational results by building truly cohesive and effective team in your business:
Learn how to build trust with individuals and teams
Learn benefits of healthy conflict
Learn how to help people fully commit to team goals and decisions
Learn how team members can hold each other accountable
Learn how to get the team to focus on important organizational results and make good decisions
Dealing with change can be hard for some people. We each have our own perspective on the impact of change--hard or easy. There are endings, transitions, and new beginnings. We think about the technical things that change, but the emotional aspects are often over-looked leaving employees floundering on how to move forward productively.
When Kodak was faced with a number of large organizational changes, they did a broad company initiative to help prepare employees and leaders for how to navigate change as gracefully as possible. Amy Friend was part of the team that delivered training to Kodak's Global Service and Support organization.
Amy Friend presented several workshops for the STC Spectrum Conference, NYS Nutrition Conference, and American Society for Quality (ASQ).
Amy Friend is an Associate Fellow of STC, an ASQ Certified Quality Manager, and a Six Sigma Black Belt. She presents and publishes often on applying quality practices to service, technical communications, and learning.
20220607 Introduction to Flight LevelsCraeg Strong
The Flight Levels framework represents a breakthrough achievement in the Agile community, finally living up to the promise of true Business Agility. It does this by encompassing every part of the organization and encouraging participation at every level, across all disciplines. The flight level model recognizes that we need three “viewpoints” for managing our work—flight level three, or the strategy level, flight level two, or the coordination level, and flight level one, or the team level. Flight Levels provide a simple and clear way to connect strategy to execution—facilitating alignment and enabling innovation to occur at every level. Unlike complex and prescriptive frameworks, Flight Levels fit in smoothly with your existing processes like Scrum or Kanban and can be adopted quickly and incrementally.
In this talk I will introduce the flight levels framework, focusing on the problems that it solves and how it differs from other well-known frameworks. Unlike other frameworks, flight levels can be used by the entire company—it is non-IT specific. In addition, flight levels can happily coexist with other Agile frameworks. Rather than specify what teams should be doing, the flight levels framework focuses on helping teams coordinate in value streams and connecting strategy to execution at the portfolio and corporate strategy level. Unlike traditional org charts, the flight level system maps the flow of work and helps us understand the needs for coordination--where we need daily touchpoints and feedback loops. A flight level system consists of a flight level three, or strategy level board mapping corporate strategy to our portfolio of work via OKRAs—(objectives key results and Actions) as well as one or more flight level two boards to help us coordinate the work of multiple teams within a given value stream. These boards all connect to our standard flight level one team-level Scrum or Kanban boards. This talk introduces an exciting new approach to enterprise agility that is neither vague nor overly prescriptive. Participants will come away with a new perspective on scaling Agile that they can apply immediately, no matter which Agile framework(s) their organization is using.
TYPES OF CHANGE, organisation change, change management, forces of change, levels of change, resistance to change, methods to change, lewin model of change
CMI Presentation on Organisational Change Maturity Modelkyliemalmberg
On 22 March Caroline Perkins, MD of Carbon Group and President of the CMI, shared her latest research and work from her new book. The Maturity Model supports you and your organisation in becoming more agile with clear levels that you can aim for.
Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
Overview
To thrive in an environment that’s filled with constant change, it’s important to understand how to harness human response to support a sustainable future. Proactively managing organizational change results in a corporate culture that is optimistic—fueled by empowered leadership and employees who feel valued and secure. Helping individuals and teams to recognize the predictable path of transitioning through change can foster innovation and improve business agility.
What You Will Learn
• Understand how the human brain responds to change
• Learn five different ways to reduce threat and increase resilience
• Identify a predictable path of responding to change
• How to lead teams from resistance to performance
Metrics at Every (Flight) Level [2020 Agile Kanban Istanbul FlowConf]Matthew Philip
Slides as presented on Dec 8, 2020 at FlowConf organized by Agile Kanban Istanbul. https://www.flowconf.com/
Organizational change often stalls out at departmental boundaries, whether that is IT or another division. How do we help organizations connect vertically and horizontally to realize the outcomes that they have when undertaking large-scale change efforts?
Join this session to learn from a case study of a bank that combined flight levels and metrics to bridge their departmental boundaries and recognize gains not only in software delivery effectiveness but unifying higher-level strategy.
One of the key tenets of agility is that we are always learning. But how does that fit in if we're always working too? How do we bake in continuous learning without breaking the bank?
Too often learning is treated as a nice to have or even a luxury.
And when we do get to attend training, it usually happens in isolation, making it difficult to apply. The words 'I've learnt that you're doing it wrong' seldom go down well with our teams!
This session looks at a practice based approach to incorporating expert-led knowledge and team expertise in continuous learning into your normal routine.
Why can’t people just get with the program? They question, they challenge, they complain… and it’s all perfectly predictable and normal.
Transition is the emotional process people go through when adapting to a change in their world. It doesn’t matter if the change is positive, like having a new baby or getting promoted. People still have to let go of some parts of their life (perhaps the luxury of sleeping late!) and learn new things (how to change a diaper while half asleep).
The process is predictable, according to the work seminal done by organizational thinker and consultant William Bridges. Leaders who understand what people typically experience during change can put measures into place to help accelerate the transition process.
Download Transition – The Human Side of Change infographic at http://partneringresources.com/new-infographic-transition-the-human-side-of-change/.
This presentation talks of what change management is, why Change management is required and briefly discusses about ADKAR, Kotter's 8 step model, Switch Framework, Kurt Lewin's change model and Virginia Satir model.
Agile Product Management: Getting from Backlog to ValueLeadingAgile
What does it take to create a backlog, build software, release features, and finally deliver value to your customers? From estimation to prioritization, to understanding an end-state vision of an organization, this deck helps you understand the value you're delivering to your users. Learn more about the principles of Agile Product Management in this slide deck from LeadingAgile, Senior Vice President and Executive Consultant, Adam Asch.
Secrets of Value Stream Mapping for Future StateDevOps.com
Value stream mapping is an enormously rewarding process for finding bottlenecks in your software delivery pipelines and for aligning the team’s efforts in improving the shortcomings.
Performing an effective mapping session with your team can accelerate your DevOps and digital transformation journey.
In a prior webinar, we discussed creating a value stream map of your current state which is the foundation for creating a future state map. Join Marc Hornbeek, principal consultant and author with Jeff Keyes, Director of marketing at Plutora for an engaging “how to” style session on performing value stream mapping of future or proposed state.
In this webinar you’ll learn:
A walk-through of how to create a future state value stream map including the key
calculations and metrics
Several tips on how to identify the most critical bottlenecks to be targeted for improvement in a future state value stream map
A discussion of a real-world future state value stream map
What does a Scrum Master do all day if a Daily Scrum is only 15 minutes? This talk - “A Day in the Life of a Scrum Master” - will explore the role beyond simple facilitation of the Sprint Ceremonies. Attendees learn four different areas of focus for a balanced approach to the role.
Why use a Value Stream Map, How to create As-Is and To-Be maps, two types of VSMs (Operational and Development), and how VSMs can help you organize your teams
This guidebook can help team members to know what is expected out of Agile Transformation
PLEASE DOWNLOAD FROM HERE:https://drive.google.com/file/d/10ZXTbrhnl5CFQO_z_Ms2ZlGgCVap4lvg/view?usp=sharing
Breakfast Buzz session June 2019: Building high performing teams.
In today's high-pace and diverse workplace, cohesive and effective teamwork provides organizations the ultimate competitive advantage. We all know that effective teamwork makes for a more fun and effective work environment, but how do we get there?
Bolstered by high levels of caffeine and purpose, his interactive session builds on Patrick Lencioni's The Five Behaviors of Cohesive Teams. We will present and discuss a simple roadmap and practical advice on how to improve organizational results by building truly cohesive and effective team in your business:
Learn how to build trust with individuals and teams
Learn benefits of healthy conflict
Learn how to help people fully commit to team goals and decisions
Learn how team members can hold each other accountable
Learn how to get the team to focus on important organizational results and make good decisions
Dealing with change can be hard for some people. We each have our own perspective on the impact of change--hard or easy. There are endings, transitions, and new beginnings. We think about the technical things that change, but the emotional aspects are often over-looked leaving employees floundering on how to move forward productively.
When Kodak was faced with a number of large organizational changes, they did a broad company initiative to help prepare employees and leaders for how to navigate change as gracefully as possible. Amy Friend was part of the team that delivered training to Kodak's Global Service and Support organization.
Amy Friend presented several workshops for the STC Spectrum Conference, NYS Nutrition Conference, and American Society for Quality (ASQ).
Amy Friend is an Associate Fellow of STC, an ASQ Certified Quality Manager, and a Six Sigma Black Belt. She presents and publishes often on applying quality practices to service, technical communications, and learning.
I used these slides for my main presentation during my SATAC 2016 workshop at the Sheraton Hotel in Dammam, KSA. SATAC is the International Toastmasters Club district 79 Conference where world speaking chamoions are hosted as guests of honor and speech contestants compete for first place in International Speech contests, humorous speech contest, table topics contests, and evaluation contests. Among the major sponsoring companies for SATAC 2016 conference are Saudi Aramco, SABIC, STC, Mobile, Water & Electricity companies, and many others. My workshop was one of three given in English language. I was fortunate and honored to have he main hall with the main conference audience.
These are the slides I used for delivering my workshop to the SATAC district 79 international Toastmasters conference in The Sheraton in Dammam on April 22, 2016. This conference is a major Toastmasters' event as it hosted two world speaking champions. I was honored with delivering my workshop to the entire conference audience in the main hall.
From Now to New Right Here: Change-as-Flipping (BetaCodex16) Niels Pflaeging
BetaCodex Network White Paper No. 16. March 2019
Authors: Niels Pflaeging & Silke Hermann
A white paper about the alternative to "change management" as we know it. Change is more like adding milk to coffee!
In this module, participants will be introduced to the contributing factors for implementing a successful change management initiative within an organization. By the end of this module, participants will be able to create a draft change management strategy and plan.
The Human Side of Re-engineering
Radical change is radical. It cannot be done painlessly, without questioning
the organizational culture, and changing the way leaders and employees
work together.
This article first appeared in the September 1997 issue of Health Forum Journal.
Values: The Organization's Cultural BedrockCynthia Scott
By Dennis T. Jaffe and Cynthia D. Scott
Organizations appear to have two kinds of values—hard values about profitability and business success, and softer values about people and relationships. And when push comes to shove, the conventional wisdom is that the soft values are sacrificed to the harder ones. Many people are deeply cynical when they hear about a company’s soft values, because they feel that these values about people are the first to go in times of crisis. However, some leaders feel that the softer values are just as important as the hard ones. If people do not feel that their organization can be trusted, that there are not some core values that their company stands for and is willing to struggle to uphold, then the fabric that ties people to the organization will weaken. When weakened, the willingness of people to put extra effort, to extend themselves, and to help the organization make a difference diminishes. Companies have begun to look to values as the core behind which their people can rally.
How to Link Personal Values with Team ValuesCynthia Scott
How to Link Personal Values with Team Values
Here’s how companies such as Levi Strauss, AT&T, and Nordstrom conduct a values discussion to resolve conflicts between people’s personal values and those of their team or organization. The result is behavior that expresses the desired values and workers’ commitment to company goals.
American Society for Training and Development (ASTD), March 1998
By Dennis T. Jaffe, Ph.D. & Cynthia D. Scott, Ph.D.
By Cynthia D. Scott and Mary O’Hara-Devereaux
Navigating the Badlands
Just as American pioneers faced the treacherous landscape of North Dakota’s Badlands, corporations in a post tech-boom business climate face their own daunting terrain, where business as usual is no more and the old ways don’t cut it.
Prepare your company for certain hard roads ahead with the Badlands map and sage advice from those who have entered and survived.
Economic Structural Shifts
Every 100 years or so, a systemic structural shift occurs. Driven by clusters of multiple innovations and strong environmental forces, the emerging socioeconomic system and business environment have more discontinuities than similarities with the past. The entire system undergoes transformation. The shift isn’t about bringing greater efficiency to existing structures; rather it’s about creating something fundamentally different. That process can take 10 to 15 years and involve ongoing strategic issues. Companies that survive are transformed.
The Badlands has many features: rugged peaks, dangerous waterholes, confusing crossroads, and a set of nine pains unique to its hazardous landscape. A pain is a strategic issue—an internal or external opportunity or threat that drives an organization to change direction.
The Nine Pains Explained…
Discovering Values: The Key to Unlocking Employee EngagementCynthia Scott
Overview
Values are the driving force behind personal action and a beacon of focus during turbulent times. Successful organizations recognize the business case for value clarity, and they know that connecting personal values to organizational strategy is the vital link to employee engagement, innovation, commitment, performance, decision making—and a competitive advantage.
In this presentation personal, team, and organizational values are explored and the Values Edge model is introduced. Values Edge facilitates values discovery and see its application through a real-world global alignment case study. You will learn about the role values play in shaping individual behavior, why values clarification is critical to success, and how they can be linked to enhance organizational performance.
What You Will Learn
• How values are formed and shaped
• Why values matter in the workplace
• How to balance personal and work values
• The role values play in motivating positive behavior
• Business benefits of values clarification
• How to handle values-based conflict
• The importance of linking personal and organizational values
Who Should Attend
• Supervisors
• Managers
• Front-line leaders
• Human resources professionals
• Organizational coaches
A Managers Guide to a Cascading Team Values Conversation
This is a guide for a manager to conduct a values conversation/ workshop with his or her team. The values conversation will take from 1 1/2 to 3 hours. The purpose is to clarify the values that will help the team move toward their highest level of performance.
In the conversation, the team will
• Explore their personal values about teamwork
• Create a team values statement
• Come to agreement about what those values mean in action
Table of Contents
Section 1 - Setting the Stage
• Values (sm)
• Leading a Values Conversation .
• Clarifying Your Values
• Values are the Foundation for Success
• Values Replace Rules
• Values Provide Guidance
• Aligned Values
• Change of Values
• Values Into Action
• Value Conflicts
Section 2 - Personal Values Exploration
• Cascading Valuessm to Your Team
• High Performance Team Exercise
• Introduction to the Values Cards
• Personal Values Exploration
• Using the Values Cards
• Arranging Your Values Cards
• Sorting Your Values
• Personal and Organizational Values
• My Top Six Values
• Discussion Questions
Section 3 - Creating Team Values
• Team Values Exercise
• Aligning Organizational & Team Values
• Values to Action
• Sample Value Statements
• Turning Insight Into Action
16. Reference List
Bridges, W. (1991). Managing transitions. Reading, MA: Addison-Wesley.
Caplan, G., Teese, M. (1997). Survivors. Palo Alto, CA: Davies-Black.
Jaffe, D., Scott, C., Tobe, G. (1995). Rekindling commitment: How to revitalize yourself and your organization. San Francisco: Jossey-Bass.
Kubler-Ross, E. (1971). On death and dying. NY: Macmillan.
Maurer, R. (1996). Beyond the wall of resistance. Austin, TX: Bard.
Noer, D. (1996). Breaking free. San Francisco: Jossey-Bass.
Scott, C., Jaffe, D. (1997). Take this work and love it. Menlo Park, CA: Crisp.
Scott, C., Jaffe, D. (1995). Organizational vision, values and mission. Menlo Park, CA: Crisp.
Scott, C., Jaffe, D. (1994). Managing change at work. Menlo Park, CA: Crisp.
Scott, C., Jaffe, D. (1992). Managing individual change. Menlo Park, CA: Crisp
About the Authors
Dennis Jaffe is a founding principal of Changeworks Global and director of the Organizational Inquiry program at the
Saybrook Graduate School. Dr. Jaffe is a nationally recognized leader in the field of organizational development. Dr.
Jaffe earned his Ph.D. in sociology and MA in management from Yale University. His professional training is in orga-
nizational development, and he is also a licensed clinical psychologist. Dr. Jaffe is the author of 22 books, including
Rekindling Commitment and Organizational Vision, Values and Mission.
Cynthia Scott is a founding principal of Changeworks Global and a recognized leader in the fields of strategic planning
for human capital management, managing continual organizational change, and visionary leadership. Dr. Scott earned
her MPH in health planning and administration at the University of Michigan and her Ph.D. in clinical psychology from
The Fielding Institute. She is a licensed clinical psychologist. Dr. Scott is the author of 12 books, including Rekindling
Commitment and Take This Work and Love It!
Contributor
Cathy J. Proviano, M.Ed. (HRDQ Research and Development Team)
About Changeworks Global
Changeworks Global (www.changeworksglobal.com) is a San Francisco-based consulting firm with a national reputa-
tion for thought leadership and leading-edge capabilities in change management and organizational development.
Changeworks Global works with companies to create and sustain large-scale change efforts. This involves assisting with
all phases of change including assessing organizational and individual capability; building awareness of the need for
change; dealing with the effects of change on individuals; developing and implementing new structures and work pro-
cesses; and developing the ability to sustain and implement continual change. Changeworks Global can be reached at
415-546-4488.
About This Product
Production Team
Editor Ryan Lipscomb
Proofreader Jennifer Jones
Art Director Tom Upton
Graphic Designer Tamara J. Stala
About HRDQ
HRDQ puts theory to work through the development of high-quality, well-researched training programs, assessments,
games, and other learning resources for individuals, teams, and organizations. For over 30 years, HRDQ has distrib-
uted these products through its catalog and a worldwide network of distributors. HRDQ also offers consulting services,
custom-developed products, and organizational analyses.