The three circle model depicts us three reliant and overlapping groups. The Model recognizes where key individuals are situated in the framework. These overlap regions in the Model show job covers and potential job confusion. The model of the family business system shows three overlapping circles that are interconnected, which demonstrates that what occurs in one circle impacts the others. If one circle, say the family, is in struggle, it can pull down the productivity of different circles and slow down the improvement of the whole family business system. Then again, a high-performing business can make pride in a family and work as a team in the group.
According to me, successors ought to have high ability and capacity: exceptionally quick to step into their future job and more than prepared to succeed. However, as indicated by the standard of mimetic longing, parent-child succession clashes are likely to emerge when next generation leaders show just limited level of willingness and capacity.
The post provides a brief description of the Three Circle Model and how it relates to family businesses. However, it is myopic in that it does not provide any further explanation or analysis of the Model or its implications. It also lacks any real-world examples to support its claims, which could be a concern in terms of providing evidence and context for the ideas presented.
The post is normative in that it offers a personal opinion on what successors in family businesses should have in terms of ability and capacity. However, it does not provide any evidence or credible citations to support its claims, which could be a concern in terms of establishing credibility and avoiding misunderstandings.
The post is not particularly analytical or synthetic in that it does not provide any deep analysis or synthesis of the ideas presented. It is primarily descriptive and offers a personal opinion on one aspect of family business succession.
In terms of value-added, the post offers a brief introduction to the Three Circle Model and its implications for family businesses. However, it does not offer any particularly original insights or ideas, and its normative claims are not backed up by evidence or credible citations.
Overall, the post could benefit from deeper analysis and synthesis, as well as more use of real-world examples and credible citations to support its claims.
Thank you @tanujbaldi18 The post provides a basic description of the Three Circle Model, but it lacks depth and analysis. The language used is also somewhat informal, which may not be appropriate for a masters' level forum. The post does not provide any specific examples or citations to support its statements, which could be a concern in terms of establishing credibility and providing evidence-based insights.
In terms of value-added, the post suggests that the success of a family business depends on the ability of successors to take on leadership roles, but this is a fairly common observation that may not be particularly insightful or original. The post also raises the issue of potential conflicts in parent-child succession, but does not provide any analysis or guidance on how to manage these conflicts.
In terms of areas of concern, the post does not provide any credible citations or sources to support its statements, which makes it difficult to assess the accuracy or validity of the information presented. The language used is also somewhat informal and lacks the analytical depth that would be expected in a masters' level forum post. Finally, the post does not engage with other members of the forum or encourage discussion, which limits its value as a contribution to the community.