Checklists: To make sure you don't forget anything...Stick-Figure-with-Cheklist

Here you will find an ever growing number of checklists. Every third checklist we publish is available for the general public.

Document Editing Checklist

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Topics: Document | Editing | Checklist | Communication

Document Editing Checklist

Checklist will ensure a professional finish to your documents. Can be used effectively as a final step once you populate an Ambidexter Management Template.
 
  • Mark all that apply.
  • Does the use of the document meet project requirments?
  • Is self-editing sufficient or should someone else edit the document?
  • If you used a template, were there any changes to the template? If so, were these changes appropriate and will they make sense to the audience?
  • Do the document's sections and ideas flow in a logical sequence?
  • Has the document been reviewed for spelling and grammar?
  • Is the document formatted to agreed upon or corporate standards?
  • Are any references required and if so are they formatted consistently to agreed upon standards?
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    PowerPoint/Keynote Presentation Checklist

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    Topics: PowerPoint | Presentations | Software | Keynote | TheBrain | Meetings | Checklist

    PowerPoint / Keynote Presentation Checklist

    Checklist ensures you effectively use PowerPoint or Keynote (or any other presentation software for that matter) in a presentation. Remember, the software is only a supporting tool for the real substance of the presentation, which is the person speaking!
     
  • Mark all that apply.
  • Do your slides contain the right content targeted towards the audience?
  • Have you included any supporting materials such as hand-outs?
  • Does the content of the slides support and accent the points you are making in your spoken presentation?
  • Do you require speaker's notes so that you do not make the mistake of reading directly from your slides?
  • Have you rehearsed your presentation to check for timing and ensure there is congruence and flow between your slides and your spoken message?
  • Is the formatting and 'look and feel' consistent throughout your slides?
  • Do the slides contain appropriate multimedia such as charts, graphics, videos, etc.?
  • Is your font size large enough for the space you will be presenting in?
  • Does the space you will presenting in have the right technology to support your slides?

    • Meeting Checklist

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    Topics: Meetings | Checklist

    Meeting Checklist

    Checklist ensures your meeting is structured, professional and runs smoothly.
     
  • Mark all that apply.
    • Are refreshments needed?
    • Do any checklists need to be covered during the meeting?
    • Do a roll call.
    • Don't repeat for late comers!
    • Do the attendees know each other? If not, allow for introduction time.
    • Keep track of time and the agenda.
    • Start and finish the meeting on time.
    • Mind "air-time" junkies. Encourage all attendees to actively participate!
    • Confirm decisions and action items at the end of the meeting.
    • Do all action items have an empowered owner?
    • If minutes will be provided inform participants how and when they can expect them.
    • Are there any post-meeting checklists that need to be covered?
     
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    Topics: Meetings | Checklist

    Pre-Meeting Checklist

    Checklist helps you plan your meeting to ensure it will be efficient, focused and productive.
     
  • Mark all that apply.
  • Is the meeting really needed?
  • What do you plan to accomplish at the meeting?
  • What needs to be on the agenda?
  • Establish priorities. The most important items should be covered first.
  • Should the meeting be social, informal, or formal?
  • Who should attend the meeting?
  • Does any information needs to be circulated before the meeting?
  • The agenda should be written and distributed in advance to all attendees so they can come prepared.
  • When should the meeting take place?
  • Where should the meeting take place?
  • What equipment, for example, audiovisual equipment or blackboards, is needed at the meeting?
  • Do pens, pencils, or paper need to be provided?
  • What kind of room arrangement, such as a circular table or square table, would work best?
  • How will the events be recorded?
  • Are refreshments needed?
  • Do you need to hold pre-meeting briefings?
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    See also our Meeting Checklist

    Knowledge Communication Problems

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    Topics: Knowledge | Communication | Problems

     

    Have you ever found yourself in a situation in which you needed to get to the bottom of something and then convey the results  to a person or group of people? Did everything go as planned? Did "they" get it, or not?

    If not, next time you may want to use the following checklist (including some problems to be aware of when checking them off):

    CHECK

    BE CAUTIOUS OF
    Do I have the right expert(ise) to analyze this?
    • Prophet syndrome
    • In group out group problem
    Did I articulate clearly what I need to know?
    • Anomalous State of Knowledge
    • Big Picture Problem
    • Common Ground
    Did I elicit the right insights?
    • Paralysis by analysis
    • Information overload
    Did I (you and your expert) optimize our mutual understanding
    • Hidden Profile
    • Cassandra Syndrome
    • Groupthink
    • Expert Paradox
    Did we assign the right actions?
    • Knowing Doing Gap
    This checklist will certainly not solve all your knowledge communication problems but will at least make you aware of some of the issues, problems and challenges you may face!

     

    Prophet syndrome: managers have a preference for outside experts. [Menon & Pfeffer, 2003]
    Ingroup-outgroup: managers prefer to consult with like-minded peers rather than other professional groups [Blau, 1977]
    ASK (anomalous state of knowledge): Managers often do not have the terminology to articulate their needs to experts [Belkin,1980 ]
    Big picture problem: managers and experts deviate from the main issue and get lost in details. [Harkins, 1999]
    Common ground: managers and experts are not aware of their differing background knowledge. [Clark and Schäfer, 1989, Olson & Olson, 2000 ]
    Paralysis by analysis: experts have difficulties in concluding their analysis and proposing solutions [Langley, A. (1995) ,Lenz, R. T., Lyles, M. A., 1985, ]
    Information Overload: experts are inundated with detail information and loose sight of the main objectives of their assignment [O’Reilly, 1980].
    Hidden Profile: managers and experts only focus on their already identified mutual knowledge and neglect new insights. [Stasser & Titus, 2003]
    Cassandra Syndrome: the managers ignore the experts’ warning and advice, but later on blame the expert if losses occur. [Mikalachki, 1983]
    Groupthink: managers and/or experts ignore evidence or do not use available knowledge fully in order to preserve group cohesion. [Janis, 1982]
    Expert paradox: the experts are not able to convey what they know to managers because they cannot articulate it in terms that management can understand. [Johnson, 1983]
    Knowing-Doing Gap: managers and experts know what to do, but cannot execute it due to internal competition or wrong incentives [Pfeffer & Sutton, 2000]

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