OCM
Organizational Change Management (OCM) is the process of managing the people side of change to achieve desired business outcomes. Essential for ensuring successful implementation of changes within an organization.
41 topics found for:
“people management”
Operational Risk
The risk of loss resulting from inadequate or failed internal processes, people, and systems. Important for identifying and mitigating potential operational threats.
Scaling Fallacy
A cognitive bias where people underestimate the complexity and challenges involved in scaling systems, processes, or businesses. Important for understanding the difficulties of scaling and designing systems that address these challenges.
Eat the Frog
A productivity technique that involves tackling the most challenging task first thing in the morning. Important for boosting productivity and overcoming procrastination.
Business Transformation
A change management strategy that aligns people, process, and technology initiatives to improve performance and achieve business goals. Crucial for adapting to market changes and ensuring the organization's long-term success.
Muri
A Japanese word meaning excessive strain on people or processes. Crucial for preventing burnout and maintaining sustainable work practices.
Mental Accounting
A behavioral economics concept where people categorize and treat money differently depending on its source or intended use. Crucial for understanding financial behavior and designing systems that align with users' mental accounting practices.
Illusion of Control
The tendency for people to overestimate their ability to control events. Important for understanding user behavior and designing experiences that manage expectations.
Licensing Effect
A cognitive bias where people allow themselves to indulge after doing something positive, believing they have earned it. Important for understanding user behavior and designing systems that account for self-regulation.
Zero-Risk Bias
A cognitive bias where people prefer the option that seems to eliminate risk entirely, even if another option offers a greater overall benefit. Important for understanding decision-making and designing risk communication for users.
Irrational Escalation
The phenomenon where people continue a failing course of action due to the amount of resources already invested. Important for recognizing and mitigating biased decision-making.
Risk Compensation
The theory that people adjust their behavior in response to the perceived level of risk, often taking more risks when they feel more protected. Important for designing safety features and understanding behavior changes in response to risk perception.
Ostrich Effect
A cognitive bias where people avoid negative information or situations, preferring to remain uninformed or ignore problems. Important for understanding user behavior and designing systems that encourage proactive engagement.
Loss Aversion
A cognitive bias where the pain of losing is psychologically more powerful than the pleasure of gaining. Important for designing user experiences that account for and mitigate loss aversion.
Allais Paradox
A decision-making paradox that shows people's preferences can violate the expected utility theory, highlighting irrational behavior. Important for understanding inconsistencies in user decision-making and designing better user experiences.
Tribe
A collection of multiple squads working in the same domain or on related projects, typically consisting of 40-150 people. Important for ensuring alignment and coordination across related squads, fostering a larger community with shared goals.
Ratio Bias
A cognitive bias where people judge the likelihood of an event based on its relative size rather than absolute probability. Important for understanding user decision-making biases and designing systems that present information accurately.
Prospect Theory
A behavioral economic theory that describes how people choose between probabilistic alternatives that involve risk, where the probabilities of outcomes are known. Crucial for understanding decision-making under risk and designing systems that align with user behavior.
Hard-Easy Effect
A cognitive bias where people overestimate the probability of success for difficult tasks and underestimate it for easy tasks. Useful for designers to understand user confidence and design
Liking Principle
A psychological principle where people are more likely to be influenced by those they like. Important for understanding social influences and improving user engagement and marketing strategies.
LeSS
Large-Scale Scrum (LeSS) is a framework for scaling agile product development to multiple teams working on a single product. It provides a minimalist, large-scale agile approach that maintains the simplicity and effectiveness of Scrum while addressing the challenges of coordination and integration in multi-team environments.
Information Ecology
The study of the relationships between people, practices, values, and technologies within an information environment. Helps in understanding and designing systems that are sustainable and adaptive to human and environmental changes.
POUR
Perceivable, Operable, Understandable, and Robust (POUR) are the four main principles of web accessibility. These principles are essential for creating inclusive digital experiences that can be accessed and used by people with a wide range of abilities and disabilities.
Placement Bias
A cognitive bias where people overemphasize information that is placed prominently or in a way that catches their attention first. Crucial for designing interfaces and information displays that manage user attention effectively.
Optimism Bias
A cognitive bias that causes people to believe they are less likely to experience negative events and more likely to experience positive events than others. Crucial for understanding user risk perception and designing systems that account for unrealistic optimism.
Clustering Illusion
A cognitive bias where people see patterns in random data. Important for designers to improve data interpretation and avoid false conclusions based on perceived random patterns.
Information Bias
A cognitive bias where people seek out more information than is needed to make a decision, often leading to analysis paralysis. Crucial for designing decision-making processes that avoid information overload for users.
Hindsight Bias
A cognitive bias where people perceive past events as having been more predictable than they actually were. Important for understanding and mitigating biases in user feedback and decision-making.
Zeigarnik Effect
A psychological phenomenon where people remember uncompleted or interrupted tasks better than completed tasks. Crucial for designing engaging experiences that leverage task incompletion to maintain user interest.
Regressive Bias
A cognitive bias where individuals overestimate the likelihood of extreme events regressing to the mean. Crucial for understanding decision-making and judgment under uncertainty.
Pessimism Bias
A cognitive bias that causes people to overestimate the likelihood of negative outcomes. Important for understanding user risk perception and designing systems that address irrational pessimism.
MVP
Minimum Viable Product (MVP) is a version of a product with just enough features to be usable by early customers who can then provide feedback for future product development. Essential for validating product ideas quickly and cost-effectively, allowing teams to learn about customer needs without fully developing the product.
Intertemporal Choice
The study of how people make choices about what and how much to do at various points in time, often involving trade-offs between costs and benefits occurring at different times. Crucial for designing systems that account for delayed gratification and long-term planning.
Diversification Bias
A cognitive bias where people prefer a greater variety of options when making simultaneous choices compared to sequential choices. Important for designers to consider user preferences for variety when designing choice architectures and product offerings.
Choice Architecture
The practice of organizing the context in which people make decisions to influence the outcomes, often used to nudge users towards certain behaviors. Crucial for designing user experiences that guide decision-making and improve outcomes.
BeSci
Behavioral Science (BeSci) is the study of human behavior through systematic analysis and investigation. Essential for understanding and influencing user behavior in design and product development.
Hyperbolic Discounting
A cognitive bias where people disproportionately prefer smaller, immediate rewards over larger, later rewards. Important for understanding and designing around user decision-making and reward structures.
Self-Determination Theory
A theory of motivation that emphasizes the importance of autonomy, competence, and relatedness in fostering intrinsic motivation and psychological well-being. Important for understanding how to design experiences that support user motivation and well-being.
Proportionality Bias
The tendency to believe that large or significant events must have large or significant causes. Important for understanding cognitive biases in decision-making and designing systems that present accurate causal relationships.
Motivation Theory
A framework for understanding what drives individuals to act, involving theories such as Maslow's hierarchy of needs. Important for designing products and experiences that align with users' intrinsic and extrinsic motivations.
Illusory Superiority
A cognitive bias where individuals overestimate their own abilities, qualities, or performance relative to others. Important for understanding user self-perception and designing systems that account for inflated self-assessments.