The CIRCEPT: to bring order in his ideas!

CIRCEPT (for circular and concept), it is a tool proposed by Michel Fustier, sociologist, to organize the production of ideas. Its purpose is to structure the result of creative work by building a circular reading grid.

Additional brainstorming, this method allows working on different topics when the creativity of a group is required to solve a problem, find new development paths, etc..

The steps of the method CIRCEPT

Once the group consisting, each participant has a number of words evoked by the subject in question. To stimulate their creativity, they proceed by association, analogy, opposition. Brainstorming as other creative methods are all set for this phase of idea generation.

The working group then shares the results of their brainstorming, putting them together. They can use post-it practices to move within a table.

The next step is to form groups of words sorted by proximity to create general topics. A title is given to each group formed. Comparing these subjects together, participants will define 2 axis within a circle. 2 axes summarizing the different subjects on opposite dimensions. The ends of each axis are conflicting notions eg individual public vs / vs cheap cheap / low-end vs high-end ..

It only remains to position each topic and words associated to this circle as a function of the proximity of terms with each axis.

Once finalized, the interpretation is conducted across the concepts and arranged circularly

PRINCIPLE

From creativity techniques, the CIRCEPT (for circular and concept) is a tool developed by the sociologist Michel Fustier to represent on the same diagram, associations of ideas or judgements made spontaneously facing a concept.

In "The Inventive" (collective work of Modern Enterprise Edition - 1970), Michel Fustier tells how did the idea of ​​"circept" as he analysed fifty associations of ideas and analogies around the term "entrepreneur":

"The pictures were given bulk, opposing or calling each other. But under this apparent disorder, was hiding a structure. In fact, on the one hand each image or each group of images, was close to a picture or other image group, and, secondly, could be found in the list provided images absolutely contrary to each other. under these two characteristics, it was possible storing these images around a circular form, each point of the figure having thus neighborhoods and oppositions. "

This led him to develop a form of graphical representation and circular (rather than literary and linear) to account for the different voltages or "images" contained in a term (here, the word "entrepreneur") knowing that these tensions are not necessarily opposites (white / black), but can match complementaries, shades along each axis.

SCOPE OF CIRCEPT

The circept can be used to present the semantic territory in which fits a word or concept. It allows to account for the variety of perceptions and associations of ideas, structuring them along the corresponding axes.

By extension, it can also be used to give a synthetic representation and dynamics of a project (economic or otherwise) that highlights the different dimensions in which it falls (any project simultaneously several goals, sometimes contradictory often complementary). The circept then forms a "conceptual compass" that guides the discussion and facilitate decision (each new decision can be sifted from circept, to check that it fits well in the original project).

EXAMPLES OF USE

A) Research associations linked to the word "cane":

The word "rod" is defined as follows in a dictionary: "Stem straight certain plants // // Leg pop Shaped member on which the hand is pressed in walking.".

This objective definition (centered on the object) covers only partially associations of ideas that may come to mind when one is subjected to the stimulus "cane". So if you ask a group of people to note the 5 or 6 first ideas that appear they hear the word cane, we get a very varied list of terms "wood", "punishment", "disability", " knob "," duck "," Festival "," Dominique Strauss "," wandering "," old "," stick "," light "," hiking "," umbrella ", ...

By classifying terms as mentioned, we get several sets of families, which may be opposed or complementary. For example, the concept of disability is opposed to that motion, sugar cane and wood, have two plants statements; the duck or the city of Cannes belong to a family of homonyms, etc.

The circept then can account for the variety of perceptions and associations of ideas in structuring the corresponding axes:

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Priciples of management: Description

THE PRINCIPLES OF MANAGEMENT? DESCRIPTION

The Management Principles from Henri Fayol (1841-1925) are:

Division of Work. Specialization allows the individual to build up experience, and to continuously improve his skills. Thereby he can be more productive.

Authority. The right to issue commands, along with which must go the balanced responsibility for its function.

Discipline. Employees must obey, but this is two-sided: employees will only obey orders if management play their part by providing good leadership.

Unity of Command. Each worker should have only one boss with no other conflicting lines of command.

Unity of Direction. People engaged in the same kind of activities must have the same objectives in a single plan. This is essential to ensure unity and coordination in the enterprise. Unity of command does not exist without unity of direction but does not necessarily flows from it.

Subordination of individual interest (to the general interest). Management must see that the goals of the firms are always paramount.

Remuneration. Payment is an important motivator although by analyzing a number of possibilities, Fayol points out that there is no such thing as a perfect system.

Centralization (or Decentralization). This is a matter of degree depending on the condition of the business and the quality of its personnel.

Scalar chain (Line of Authority).A hierarchy is necessary for unity of direction. But lateral communication is also fundamental, as long as superiors know that such communication is taking place. Scalar chain refers to the number of levels in the hierarchy from the ultimate authority to the lowest level in the organization. It should not be over-stretched and consist of too-many levels.

Order Both material order and social order are necessary. The former minimizes lost time and useless handling of materials. The latter is achieved through organization and selection.

Equity. In running a business a ‘combination of kindliness and justice’ is needed. Treating employees well is important to achieve equity.

Stability of Tenure of Personnel. Employees work better if job security and career progress are assured to them. An insecure tenure and a high rate of employee turnover will affect the organization adversely.

Initiative: Allowing all personnel to show their initiative in some way is a source of strength for the organization. Even though it may well involve a sacrifice of ‘personal vanity’ on the part of many managers.

Team Spirit (Esprit de Corps). Management must foster the morale of its employees. He further suggests that: “real talent is needed to coordinate effort, encourage keenness, use each person’s abilities, and reward each one’s merit without arousing possible jealousies and disturbing harmonious relations.”

WHAT IS MANAGEMENT? FIVE ELEMENTS

Fayol's definition of management roles and actions distinguishes between Five Elements:

Forsight (Forecast & Plan). Examining the future and drawing up a plan of action. The elements of strategy.

To organize. Build up the structure, both material and human, of the undertaking.

To command. Maintain the activity among the personnel.

To coordinate. Binding together, unifying and harmonizing all activity and effort.

To control. Seeing that everything occurs in conformity with established rule and expressed command.

ORIGIN OF THE 14 PRINCIPLES OF MANAGEMENT. HISTORY

Henri Fayol (1841-1925) was a French management theorist whose theories in management and organization of labor were widely influential in the beginning of 20th century. He was a mining engineer who worked for a French mining company Commentry-Fourchamboult-Decazeville, first as an engineer. Then he moved into general management and became Managing Director from 1888 to 1918. During his tenure as Managing Director he wrote various articles on 'administration' 

USAGE OF THE 14 MANAGEMENT PRINCIPLES. APPLICATIONS

*Change and Organization.

*Decision-making.

*Skills. Can be used to improve the basic effectiveness of a manager.

*Understand that management can be seen as a variety of activities, which can be listed and grouped

Source: 12manage.com and general science magazine

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