Key Proprietary Tools

The Process Enneagram©

• Richard N. Knowles, Ph.D., Self-Organizing Leadership, A Way of Seeing What is Happening in Organizations and a Pathway to Coherence. Emergence: Complexity and Organization, Vol. 3, No. 4, 2001. pp112-127.
• Richard N. Knowles, Ph.D., Self-Organizing Leadership, A Way of Seeing What is Happening in Organizations and a Pathway to Coherence (Part 2). Emergence: Complexity and Organization, Vol. 4, No. 4, 2002. Pp86-97.
• Richard N. Knowles, Ph.D. The Process Enneagram, Part 1. World Business Academy, Perspectives, Vol. 20, No. 1. August 24, 2006
• Richard N. Knowles, Ph.D. The Process Enneagram, Part 2. World Business Academy, Perspectives, Vol. 20, No. 1. September 5, 2006

Tetrad of Intentional Change©

A leader who is considering instituting a significant organizational change is most often confronted with two issues initially:

1. where exactly do I begin, and
2. what steps will need consideration to assure that the changes are implemented effectively?

An important proprietary model focuses on managing an intentional change in an organization. The model, the Tetrad of Intentional Change, is concerned primarily with the requirements for Intentional Change. While it has four main points: (Positive Motivator, Negative Motivator, Technology of Change and Belief) and hence the name Tetrad, attending to the connections between the points is critical for success. The central concept is that none of the ten aspects or processes identified in the model can be left out or ignored without jeopardizing the change process.

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