Click on the links below to read back issues of my e-newsletter:

• Three Quick Tips to Improve Your Projects
• Trump, China, Political Participation & Domestic Schisms
• Your 2020 Management Ready Reckoner - Part 3: Culture, Behaviour & Engagement
• Your 2020 Management Ready Reckoner - Part 2: Values, Teamwork & Communication
• Three Quick Thoughts on Coronavirus
• Your 2020 Management Ready Reckoner – Part 1: Strategy, Structure & Resourcing
  
• Three Surprising Strategic Predictions
• The 'Hidden Message' in Reviews of Culture and Governance
• Power Mapping in Practice: A Case Study Using the NDIS
• Power Mapping in Practice: A Case Study Using Newstart
• Collaborative Achievement: Three Lessons from Apollo 11
• On the Strategic Importance of Weakness & Vulnerability
• How Analytics Supports Community Care ... and Five Things We Can Learn From That
• Power, Alliances and Integration: Three Lessons in Strategic Management from the Ancient Romans
• How to Sell a Case for Change: Three Ways to Boost Support for Your Initiative
• How to Neutralise Detractors and Malcontents
• Change, Stakeholders and Power: Three Thoughts for the End of the Year
• Get Your Arms Around Change: 12 Factors You Need to Consider
• Strategic Management in a Time of Trump: Four Takeaways
• How to Measure Your Organisation's Culture 'Performance'
• How to Fix Organisational Culture
• The Fallacy of Change
• From the frontline of collaboration and joint decision-making: a dispatch
• Four ways to use analytics to map and improve organisational culture
• How to use analytics to resolve disagreements and aid negotiations
• The two types of change management metric
• Challenge! Harnessing the creative force of hardship
• Channelling irrationality ... for performance - part 2
• Channelling irrationality ... for performance - part 1
• Don't set goals for 2017 until you've done this ...
• Don't just read the dashboard ... drive the car!
• The fundamental force of recognition - part 2
• The fundamental force of recognition - part 1
• Five ways to use KPIs to drive higher revenues and engagement
• Introducing the Culture & Collaboration Dashboard
• Two new 'time management' techniques
• The emotional bearing of a leader
• Hard evidence for the rise of evidence-based management
• Four ways to deal with change resistors
• How data-smart is your organisation?
• Top 10 real-world analytics applications - part 2
• Top 10 real-world analytics applications - part 1
• Three ways to vaccinate your organisation against an epidemic of meetings
• The gritty realities of change
• A compelling business case ... on one page
• Three troubling truths about teams
• The fuzzy factors underpinning success
• Smart Data: Sculpting clarity
• Smart Data: How much time does an ounce of prevention buy?
• Tech trends, smart data, institutions and face-to-face: Four thoughts for our times
• Chaos and order in organisations
• Manager's quick-start guide
• How to stop being pestered by staff
• The vexed question of leadership
• The consequences of communication: real results and bottom-line impacts
• The two missing ingredients for meaningful strategic planning
• Three soothing thoughts for an exhausting Christmas
• The key to successful structural reform
  
• Cracking the code of customer satisfaction - part 2
  
• Cracking the code of customer satisfaction - part 1
  
• Working smarter in tough times: a public sector example
  
• Faster and leaner: a sampler from local government
  
• One policeman's simple fixes to improve robbery case results
  
• How do you drive performance in your organisation?
  
• The power of simulation-based learning: part 2
  
• The power of simulation-based learning: part 1
  
• How process improvements led to an attacker's early capture
  
• How Santa is doing more with less this Christmas
  
• How much client impact does an extra dollar of spending have?
  
• Four quick analyses for improved operations and customer satisfaction
  
• Performance boost: reporting reliability up 12.5%
  
• Tools for change: the force-field analysis
  
• Tools for change: the power-interest matrix
  
• Tools for change: basic stakeholder analysis
  
• 6 traps in managing change ... and how to sidestep them

Research Briefs

Michael Carman Consulting produces Research Briefs: short explorations of performance using powerful analytical techniques.

The second Research Brief investigates whether community based care improves outcomes for mental health patients. Click on the title below to access the Brief:

Soft Landing: Does Post-Discharge Community Care Reduce the Risk of Hospital Readmission for Mental Health Patients in NSW?

The first Research Brief examines the performance of 31 Sydney metropolitan councils in processing development applications; click on the title below to access the Brief:

Is Faster Better? The Performance of Sydney Metropolitan Councils in Processing DAs

Publications and Articles

Below are links to articles by Michael Carman which, in addition to being resources you can use to improve performance and deliver results, show you our thinking and approach ... enjoy!

Click here to read How to Use Analytics to Prevent the Deferral of Critical Maintenance - article will open in a new window. (This article was originally published in the December 2017 issue of The Asset Journal and is reproduced with the kind permission of the Asset Management Council)

Click here to read The Key to Successful Public Sector Reform (This article originally appeared in Training & Development magazine February 2014 Vol. 41 No. 1, published by the Australian Institute of Training and Development)

Click here to read The Power of Simulation-Based Learning from the August 2013 issue of Training & Development (article will open in a new window)

Click here to read Hitting the Mark: Using Training Needs Analysis to Improve Customer Satisfaction from the February 2013 issue of Training & Development (article will open in a new window)

Click here to read Strategic Change Management Explained from the December 2011 issue of Training & Development in Australia (article will open in a new window)

Click here to read Avoid the Traps from the September 2011 issue of Management Today (article will open in a new window)

Click here to read How to Make Strategy Stick from the June 2011 issue of Training & Development in Australia (article reproduced by courtesy of the Australian Institute of Training & Development; article will open in a new window)

Click here to read Platform for Change on the Australian Institute of Management website (article will open in a new window)

Click here to read 6 Guiding Principles for Performance from the October 2010 issue of Training & Development in Australia (article reproduced by courtesy of the Australian Institute of Training & Development; article will open in a new window)

Click here to read Creative Solutions on the Australian institute of Management website (article will open in a new window)

Click here to read Why Bad Things Can Happen to Good Learning Strategies - And What To Do (article reproduced by courtesy of the Australian Institute of Training & Development; article will open in a new window)

Click here to read 15 Truths About Strategy on the Australian Institute of Management website (article will open in a new window)

Click here to read Adaptive Strategy: Evolve to Succeed

Click here to read 4 Ways to Use Learning & Development to Support Business Strategy (article reproduced by courtesy of the Australian Institute of Training & Development; article will open in a new window)

Click here to read Keys to Better Performance on the Australian Institute of Management website (article will open in a new window)

Click here to read How to Redeem Strategic Planning

Click here to read 5 Tips to Make Strategy Work

Click here to read Planning Versus Luck, or Planning For Luck?

Click here to read 4 Tips for Improving Your Problem-Solving Ability

Click here to read Improving Disability Services: 5 Techniques