DOWNLOAD YOUR BEAUTIFULLY DESIGNED COURSE MANUAL: This online course comes with a 248-page downloadable manual that includes an image of every presentation slide, Dr. Kilmann's personalized notes, reference material, and space for note taking.

LEARN WHY PROCESS IMPROVEMENT MUST OCCUR BOTH WITHIN AND ACROSS ALL SUBUNITS IN THE ORGANIZATION: In a 4-hour recorded course, you'll hear Dr. Ralph Kilmann's crystal-clear voice explain the last three tracks of quantum transformation: gradual process improvement, radical process improvement, and learning process improvement.

LEARN ALL ABOUT THE MANY VALUABLE TOOLS FROM TOTAL QUALITY MANAGEMENT AND PROCESS INNOVATION: The three process tracks include the many valuable tools that were originally named total quality management, business process reengineering, and organizational learning, which were eventually discarded by many organizations in the 1990s, primarily stemming from misguided implementation: Organizations didn't first establish the necessary behavioral infrastructure and aligned formal systems (cultures, skills, teams, strategy-structures, and reward systems) to achieve the huge potential of those process-based methods.

LEARN TO SEE THE FLOW OF TASKS AND DECISIONS AS A PROCESS THAT CAN NOW BE MANAGED OPENLY AND EFFECTIVELY: Building on the prior five system tracks, however, Dr. Kilmann shows how members can easily learn to see their daily work as a process—as a flow of tasks and decisions—which can then be (1) explicitly described, (2) statistically controlled, and (3) continuously improved. These three action steps define the essence of improving process management for organizations.

LEARN TO USE BENCHMARKING TO SET YOUR SIGHTS ON THE VERY BEST PRACTICES IN PROCESS MANAGEMENT: Dr. Kilmann discusses how benchmarking can help members establish world-class performance goals, which sets the stage for using the seven quality tools (along with problem management and assumptional analysis) for the purpose of identifying and removing description, control, and improvement barriers to organizational success.

LEARN HOW INVESTIGATING TASK FLOW REVEALS HOW SUBUNIT BOUNDARIES CAN BE REDESIGNED FOR RADICAL IMPROVEMENT: You'll discover the negative consequences of designing subunit boundaries around business functions (the traditional vertical organization) versus designing subunits around business processes: Instead of having to establish so many cross-functional teams just to manage what falls between the cracks in a vertical organization, members learn how to design business processes into new horizontal structures that will dramatically reduce cycle times, process costs, and inventory levels—which will satisfy and delight the organization's customers and other key stakeholders.

LEARN ALL ABOUT THE CAREFULLY MANAGED TRANSITION FROM GRADUAL TO RADICAL TO LEARNING PROCESS IMPROVEMENT: Once members have succeeded at gradual process improvement within their work groups, several “Process” Management Organizations (PMOs) are established to achieve radical process improvement within new horizontal subunits as well as to develop an effective learning organization—so processes and projects can subsequently be completed in half the time.

LEARN HOW PROCESS IMPROVEMENT ULTIMATELY LEADS TO GLOBAL ECONOMIC GROWTH: Describing, controlling, and improving processes—gradually and radically—within and across all organizational boundaries is the primary driver of sustained economic growth and development for the nations of the world.