Clusters and structures

Content which, in the context of IPTAA, has been prepared to serve as tools for the establishment and development of abilities and skills are categorized into the following clusters to facilitate memory, understanding, and internalization:

Cluster: IPTAA fields of competency

In order to ensure self-efficacy via increased decision-making competency, the generally known competence model consisting of technical competency, self-competency and social competency are refined through methodological competency, communicative competency, and learning competency via the MajorSkills as a complement to technical competency. This results in the following fields of competency for the establishment and development of real decision-making competency:


MajorSkills (purple) as an overarching field of competency for the systematic cross-networking of the individual fields of competency (e.g. IPTAA, success, decision-making competency, decision-making quality, holistic leadership etc.).

Human behavior

Human behavior (yellow) psychological and physiological knowledge and tools which make it possible to know and understand human behavior and its origins, as well as consciously recognize and shape it (e.g. perception and processing, feelings and thoughts, willpower and blockades, stress and regeneration, mental training and increasing performance etc.).

Communicating with Confidence

Communicating with Confidence (red) as a basic competency for inter- and intrapersonal interaction, categorized into basic communication and targeted communication (understanding and being understood reliably, effective motivation and persuasion, reacting and acting appropriately and successfully etc.).

Motivational leadership

Motivational leadership (green) as an additional competency for the emotional leadership of oneself, other persons, or groups of persons and organizations (e.g. mobilizational leadership, regulatory leadership, transformational leadership etc.).

Systemic management

Systemic management (orange) as a complementary basic competency for the structured and successful realization of defined goals (e.g. agile and classic project management, standards and processes, interfaces and risks etc.).

Particular challenges

Particular challenges (blue) as an additional competency for the successful handling of the unforeseen and unavoidable from the perspectives of prevention, intervention, and resolution (objections, crises, conflicts, negotiations etc.).

Technical competency

Technical competency (gray)

Cluster: BOP link via IPTAA

The BOP link is the expansion of the IPTAA system from a person to an organization. It connects and provides structure for the integral planning and management of business development, organizational development, and personnel development with the goal of established operational excellence via an integrated management system.

Business development

Business development from the mission and requirements of an organization, their mission statements and guidelines, to their overarching goals and their operationalization (policy deployment)

Organizational development

Organizational development from the derived core processes and process chains to the detailed processes, derived rules and standards, to the necessary workflow and structural organization with the goal of flexible and dynamic structures and workflows.

Personal development

Personnel development as a decisive link between business and organizational development in order to satisfy the mission and requirements, derived from the tasks in cross-section and in the line, as best as possible via the necessary knowledge and abilities.

Hierarchical structures of the content according to IPTAA

For the optimal internalization and anchoring of the content as tools for the establishment and development of desired abilities and skills, they are to be categorized as follows according to the IPTAA.

Categorized under

Learning and thinking


Systems illustrate the interaction of models, give orientation in complex structures, and serve as anchor points and links for thought sequences.


Models illustrate the interaction of methods and facilitate the understanding and establishment of cross-linked thought structures.


Methods illustrate the interaction of techniques and enable transformation into automated behavioral patterns via practice and training of the specific sequences of techniques.


Techniques provide the basis for implementation via transformation into ability via practice and training.

Categorized under

Decision -making

Values and rules

Values and rules serve to ensure desired behavioral patterns


Strategies provide decision-making alternatives with the desired framework.


Concepts illustrate the overarching procedure during planning.


Measures are the smallest increment in goal achievement and hence the transition from planning to implementation.


Ability is the extent of the specific abilities and skills in order to realize a measure.