DFT-Hungária · 2017 · Budapest
The Book of Concepts
The concepts DFT developed (and, to a lesser extent, adopted) in its training and development work – chapter by chapter, with figures. The professional essence of DFT.
DFTikum: a unique, unparalleled method created by DFT – in other words, its own concept or theory.
- 54concepts
- 9chapters
- 45DFTikums
Passing on the mojo
This book presents, briefly and to the point, the concepts that DFT has developed (and, to a lesser extent, adopted) in the course of its work as trainers and developers. The authors and the editor share the intention of offering a handbook to our colleagues, our partners, the trainers who work with us and anyone who is interested. The concepts presented here contain the essence of our work: they provide a basis for working together, for using a shared system of concepts and for developing a common view of value. The concepts, terms and definitions have been born, shaped and developed over the past fifteen years under the intellectual guidance of dr. Csikesz Tamás. He envisioned an organisation where leadership is never a finished work, where employees understand what community responsibility means, and where they work in a culture of making agreements and making proposals. We have always received every support for this, and now we would like to give the same to those who work with us.
– The editor
How to use this book
The book is intended as a handbook, so it is worth getting to know the models and concepts in it gradually. For each model, a one-sentence summary is followed by the most important information about the model and the related concepts. The text and the figure together present each concept and form an inseparable whole. At the end of the book, the definitions of the most important concepts are given in alphabetical order; like a dictionary, they can also be used independently of the models. An alphabetical list of the concepts presented, also at the end of the volume, helps you find your way around.
Always keep it within reach – you may need it at any time!
Conceived by dr. Csikesz Tamás · Published by DFT-Hungária Zrt.
Chapter 01 · 4 concepts
Basic models
- No. 01DFTikum
The three basic human abilities
The three basic human abilities is a concept encompassing horizontal competencies: thinking, communication and action. - No. 02DFTikum
The cornerstones method
The method provides a framework for defining the essential points of a given event, project or process. - No. 03DFTikum
The Compass model
The Compass model is a universal technique for thinking, planning and analysis which, in addition to the two basic questions of value creation (what and how), covers the community, the individual and leadership. - No. 04DFTikum
The mental processing cycle
A possible coping strategy for processing information. As a method, the mental processing cycle supports raising awareness and the proper inflow and outflow of information.
Chapter 02 · 7 concepts
Identity
- No. 05DFTikum
The concept of defining an organisation
The model is a concept summarising the strategy, system and methods of an organisation, helping leaders and employees to understand how the organisation works, both as a whole and in detail. - No. 06DFTikum
The 10 basic laws of organisational operation
The model contains the themes and basic laws whose implementation and observance ensure unified organisational operation. - No. 07DFTikum
Defining identity in 17 steps
The model contains, as completely as possible, all the points and questions which, once thought through and answered, allow the identity of an organisation to be defined, analysed and built. - No. 08DFTikum
The group dynamics model
The group dynamics model is a model for presenting, depicting and analysing organisational operation. It breaks with the traditional hierarchical way of thinking used by the pyramid model and instead thinks in terms of overlapping, dynamically evolving organisational groups. - No. 09DFTikum
The seven-step model
A thinking model for analysing and planning projects, processes, organisational groups and organisations and for shaping their identity, which shows the way to a correct and complete plan through 7 groups of questions. - No. 10Adopted model
The Johari window
The model is a self-awareness method that highlights the differences between how the individual and the outside world perceive things, and makes it possible to categorise information about the individual in a process of self-discovery.Joseph Luft and Harrington Ingham - No. 11DFTikum
The 10 basic laws of communication
The model sums up in 10 points all the questions that the sender has to think through in an act of communication for the communication to achieve its goal.
Chapter 03 · 3 concepts
Mindset and attitude
- No. 12DFTikum
The 12 basic laws of work
The model contains the 12 most important principles of work and of the view of value; every member of an organisation or group has to agree to observe them in full in order to move towards the common goal. - No. 13DFTikum
Points of corruption
The concept contains the 12 most common and most serious points of corruption in the view of work and value that appear in the everyday life of organisations. - No. 14DFTikum
Starting points and end points
The model contains criteria by which an employee’s attitude and mindset can be made measurable, regardless of their job or position in the process.
Chapter 04 · 7 concepts
Value creation
- No. 15DFTikum
The value-creating main process
The model of the value-creating main process contains all the steps that need to be taken from the idea to its realisation, to the creation of the result. - No. 16DFTikum
The 10 axioms of sales
The 10 axioms listed in the model are statements which, once built into our thinking, can increase our sales potential; and we can be sure that our customers will be satisfied not only with the result but with the sales process as well. - No. 17DFTikum
The triangle of trust in sales
In sales processes, the triangle of trust shows that trust must first be built between the salesperson and the product, then between the client and the salesperson, and only at the very end between the client and the product. - No. 18Adopted model
Provocation
Provocation is one of the lateral thinking techniques. Its aim is to divert thinking away from patterns and the familiar and to open up new directions, so that creative, new and unusual ideas can come to light.Edward de Bono - No. 19Adopted model
STEEPLE
As an analytical tool, STEEPLE focuses on those factors of the external environment that affect operation, and supports strategy-making.author unknown - No. 20Adopted model
SWOT
As a thinking method, SWOT approaches information from two directions: it either provides a logical structure for organising existing information or supports the structured gathering of information.author unknown - No. 21Adopted model
Random words
The random words method supports creative thinking, stepping out of patterns and departing from the familiar by bringing a random influence to bear on the thinking process.Edward de Bono
Chapter 05 · 14 concepts
Process management
- No. 22DFTikum
The 10 basic laws of quality
The model contains the 10 most important axioms concerning quality. In this context quality is not an absolute concept but always a relative one, and it takes client needs into account. - No. 23DFTikum
The Simple Seven
The Simple Seven contains all the processes and activities that an employee carries out in their everyday work. - No. 24Adopted model
The Commission Cross
The Commission Cross is a universal thinking technique, suitable for making agreements as well as for analysis and planning.Philip B. Crosby - No. 25DFTikum
The 12+2-step agreement model
In a significant proportion of agreements, other relevant questions need to be answered in addition to those of the Commission Cross in order to map client expectations fully. - No. 26DFTikum
The process model
The process model sets out systematically which elements are needed on the input side to define a given process, which outputs are produced at the end of the process, and which steps make up the process itself. - No. 27DFTikum
The system of inputs
The model contains the inputs whose presence creates the possibility of quality work. - No. 28DFTikum
Building a dashboard
A dashboard contains information and data showing whether a process is heading towards conformity with, or deviation from, the performance level. - No. 29DFTikum
Priority principles
The priority principles are guidelines applied when ranking processes, so that daily, weekly and monthly work organisation is optimal. - No. 30DFTikum
Control levels
The model helps in planning processes and prevents us from ranking our processes on the basis of subjective criteria. - No. 31Adopted model
The Eisenhower model
The Eisenhower model is used to prioritise processes, organising them according to the criteria of urgency and importance.Dwight D. Eisenhower - No. 32DFTikum
The 5D Matrix
The 5D Matrix is used to define process systems and depict them as a whole, and to increase transparency across an organisation as a whole. - No. 33DFTikum
The FOBO model
One possible method of organising processes by content, in which processes are divided into two groups: front office and back office. - No. 34DFTikum
The four steps of proactivity
The concept of the four steps of proactivity identifies the stages of development through which an organisation moves from an active role to the state of a proactive organisation. - No. 35Adopted model
Fishbone diagram
The fishbone diagram is a method for analysing causes and effects which organises, in a clear form, the main groups of causes to which a problem in a given matter can be traced back.Kaoru Ishikawa
Chapter 06 · 6 concepts
The leader and leadership
- No. 36DFTikum
Areas of leadership
The concept of areas of leadership sums up how leadership processes can be organised into a system. It helps to separate leading people from leading processes. - No. 37DFTikum
The seven defining leadership processes
The model presents leadership processes in a new conception, through seven verbs. - No. 38DFTikum
The formula for leadership effectiveness
The model is a simple guide to how a leader can produce results that move in the direction of the vision. - No. 39DFTikum
The formula for employee effectiveness
The model sums up what is needed, and in what system, for an employee to achieve the expected result that has been set. - No. 40DFTikum
The motivation triangle
The model shows the three components of motivation and places them within a concept. - No. 41DFTikum
Message-transfer methods
In an act of communication, we can choose from several forms of getting the message across to the receiver, depending on the content of the message and the target group.
Chapter 07 · 8 concepts
The decision-making process and decisions
- No. 42DFTikum
The decision-making model
A universal method, independent of the subject of the decision, for thinking through the decision-making process efficiently and systematically, guided by questions. - No. 43DFTikum
Reference points
In the decision-making model, the system of reference points sets out which past events, documents and actions can serve as points of orientation in the present decision situation. - No. 44DFTikum
Criteria
The system of criteria makes it possible to weight the information gathered during decision-making. - No. 45DFTikum
Viewpoints
The system of viewpoints sums up whose point of view is worth thinking through in a decision-making process. - No. 46DFTikum
Induction
The model contains the successive, interdependent elements of logical thinking, with which any logical thinking process can be described. - No. 47DFTikum
Deduction
The type of logical thinking that approaches the process from the result. - No. 48DFTikum
Fundamental analysis methods
Fundamental analysis methods support logical thinking; with their help we can organise and evaluate the information gathered. - No. 49Adopted model
Six Hats
Six Hats is a method of parallel thinking that allows us to think about a question from only one angle at a time.Edward de Bono
Chapter 08 · 3 concepts
Rule-making
- No. 50DFTikum
Areas of standardisation
The concept of areas of standardisation sets out, in a logical system, the six areas for which it is worth creating standards in an organisation. - No. 51DFTikum
Methods of standardisation
Standardisation methods are employee competencies whose use increases the efficiency of work. - No. 52DFTikum
Creating a code
A code is a simplified standard in which the experience and practice of the organisation take shape.
Chapter 09 · 2 concepts
Performance
The concepts of the book from A to Z
- Areas of leadership36
- Areas of standardisation50
- Building a dashboard28
- Control levels30
- Creating a code52
- Criteria44
- Deduction47
- Defining identity in 17 steps07
- Fishbone diagram35
- Fundamental analysis methods48
- Induction46
- Message-transfer methods41
- Methods of standardisation51
- Points of corruption13
- Priority principles29
- Provocation18
- Random words21
- Reference points43
- Six Hats49
- Starting points and end points14
- STEEPLE19
- SWOT20
- The 10 axioms of sales16
- The 10 basic laws of communication11
- The 10 basic laws of organisational operation06
- The 10 basic laws of quality22
- The 12 basic laws of work12
- The 12+2-step agreement model25
- The 5D Matrix32
- The Commission Cross24
- The Compass model03
- The concept of defining an organisation05
- The concept of efficiency54
- The cornerstones method02
- The decision-making model42
- The Eisenhower model31
- The FOBO model33
- The formula for employee effectiveness39
- The formula for leadership effectiveness38
- The four steps of proactivity34
- The group dynamics model08
- The Johari window10
- The mental processing cycle04
- The motivation triangle40
- The performance system53
- The process model26
- The seven defining leadership processes37
- The seven-step model09
- The Simple Seven23
- The system of inputs27
- The three basic human abilities01
- The triangle of trust in sales17
- The value-creating main process15
- Viewpoints45