Meyer's Management Models Book

As subscriber to my Meyer's Management Models newsletter, you receive a new model each month. On July 1st it was the Wicked Problem Scorecard (nr. 61) and on August 1st you can expect the Hunting and Farming Grid (nr. 62). In addition to these monthly online versions, I have just completed a more extensive hardcopy book that is a compilation of the first 52 models and also includes examples of how the models can be applied in practice. The original English language edition is set for publication by the end of the year, but the Dutch language translation is now available.

If you are interested in getting a copy, the easiest way is via this link: Order Meyer's Management Models (Dutch edition)

The book is a great toolkit for any manager or consultant, bringing together 52 practical management models that can be used for analyzing a wide range of issues and designing solutions. Each model can be employed for individual reflection but can also function as a framework for discussion during workshops and training sessions. All models are also downloadable in two versions: in the original version to insert in a presentation and in a template version to use as "fill-in-the-blanks" framework.

Many companies are currently using these models to create a common frame of reference and build a shared language, to make communication easier and streamline decision-making. So, you might want to consider giving your colleagues a copy of the book as well.

Besides being an essential management toolkit, the book can also be used to inspire new ways of thinking and grow as manager or consultant. Readers can roam around the 52 models looking for thought-provoking ideas and novel lenses with which to view challenging issues. Or readers can take one model each week and apply it to their own situation, thus completing their own mini-MBA in a year.

As loyal reader of Meyer's Management Models?newsletter, I don't want to spam you with advertising, so this will be the only edition of the newsletter dedicated to promoting my book. Yet your support in sharing my models more widely would be much appreciated, so please consider buying, liking, commenting and recommending!

The Value of Management Models

Many readers have asked me why I focus on developing management models instead of doing more fundamental management research, like my colleagues. True to form, I explain my thinking by using a model - let's call it the Model of Models.

The framework describes three types of reasoning that can be employed to bridge management theory and practice. The vertical axis in all three diagrams represents the distance between tangible practice at the bottom and abstract theory at the top. At the bottom of all three diagrams, there is a wide range of practical issues (the "breadth of practice"), while at the top there is a wide range of available theories (the "breadth of theory"). The model then presents three types of reasoning:

1. Theory-Driven Reasoning. Here people use one theory to look at the world, which gives them a very one-sided understanding of reality. At the same time, it is difficult for them to apply the abstract concepts to tangible management issues. This type of reasoning from the perspective of one school of thought is frequently taught at universities.
2. Issue-Driven Reasoning. Here the focus is on one tangible management issue, but it is difficult to find the relevant theories that might shine some light on how they could be solved. This leads to a straight-forward and conventional common-sense approach, usually lacking new insights and novel thinking. This type of case-based reasoning is often taught at business schools.
3. Tool-Driven Reasoning. Here the focus is also on one tangible management issue, but use is made of a handy conceptual framework that integrates various theoretical lenses into one tool. This model is halfway between abstract theory and tangible practice, thereby creating the bridge between them. Such a mid-range or management model (as opposed to abstract model) needs to be firmly rooted in theory but should be easily applicable in tackling an actual issue.

So, while management models might not be as academically highly regarded as research papers, they are essential for managers and consultants as tools of the trade. Great tools make great craftsmen (and women). Therefore, you can expect plenty more management models after nr. 62 is published on August 1st.