Transcript No Slide Title

Integrating for
Excellence
EFQM Education Community of
Practice
University of Durham
4-6 July 2004
MIKE PUPIUS
Director
Centre for Integral Excellence
Sheffield Hallam University, UK
© Centre for Integral Excellence
Sheffield Hallam University
www.shu.ac.uk/integralexcellence
Characteristics of successful
organisations
( Barrett from Collins and Porras, de Geus, Fitz-Enz)
• A strong, positive, values driven culture
• A commitment to learning and self-renewal
• Continual adaptation using internal and external feedback from
environments
• Strategic alliances with internal and external partners,
customers and suppliers
• A willingness to take risks and experiment
• A balanced, values based approach to measuring performance
that includes
– Corporate survival (financial)
– Corporate fitness (efficiency, effectiveness)
– Collaboration with suppliers and customers
– Continuous learning and self-development (evolution)
– Organisational cohesion and employee fulfilment
– Corporate contribution to the local community and society
© Centre for Integral Excellence
Sheffield Hallam University
www.shu.ac.uk/integralexcellence
Core Values for Success
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Profit or income
Effective communications and personal relationships
Productivity
Quality and results orientation
Participation
Learning and innovation
Trust
Openness
Diversity and creativity
Strategic alliances
Customer and supplier collaboration
Community and society contribution
Vision
© Centre for Integral Excellence
Sheffield Hallam University
www.shu.ac.uk/integralexcellence
Values Pyramid
Organisation Values
• Learning
• Innovation
Society
Society Values
• Ethics
• Justice
Organisation
Personal Values
• Integrity
• Honesty
Team/Community
Team Values
• Respect
• Cooperation
Personal
© Centre for Integral Excellence
Sheffield Hallam University
www.shu.ac.uk/integralexcellence
Seven Levels of Personal
Consciousness
Social Responsibility
Service
7
Making a difference
6
Internal Cohesion
5
Transformation
4
Self-esteem
3
Relationships
2
Harmonious Relationships
Survival
1
Personal Security
© Centre for Integral Excellence
Sheffield Hallam University
Service to humanity and the planet
Community Involvement
Making a difference in the local community
Sense of Purpose
Finding work that has meaning
Self-Actualisation
Adaptability, Self-knowledge, Personal Growth
Self-Improvement
Professional Growth, Being the Best
Family, Friendship, Respect
Physical Safety, Financial Stability
www.shu.ac.uk/integralexcellence
Seven Levels of Team
Consciousness
Social Responsibility
Service
7
Making a difference
6
Internal Cohesion
5
Transformation
4
Self-esteem
3
Relationships
2
Harmonious Relationships
Survival
1
Funding
© Centre for Integral Excellence
Sheffield Hallam University
Self-less Service
Strategic Alliances
Mentoring, Partnering, Personal Fulfillment
Strong Team Spirit
Shared Vision, Shared Values, Creativity
Continuous Renewal
Learning, Adaptability, Mutual Accountability
Organisational Effectiveness
Systems and Processes, Professional Growth
Open Communication
Facilities and Equipment
www.shu.ac.uk/integralexcellence
Seven Levels of Organisational
Consciousness
Service
7
Making a difference
6
Internal Cohesion
5
Transformation
4
Self-esteem
3
Relationships
2
Survival
1
© Centre for Integral Excellence
Sheffield Hallam University
Social Responsibility
Service to humanity and the planet
Strategic Alliances
Community Involvement, Employee Fulfillment
Strong Cultural Identity
Shared Vision, Shared Values, Creativity
Continuous Renewal
New Products and Services, Adaptability
Organisational Effectiveness
Productivity, Efficiency, Quality, Systems
Harmonious Relationships
Open Communication, Customer Satisfaction
Financial Security
Profit, Shareholder Value, Safety
www.shu.ac.uk/integralexcellence
Integral Thinking
(after Ken Wilber)
Peak Performance
Results
Vision/Values
Individual Alignment
Mission
Alignment
Self Knowledge
Strategy, Processes &
Performance management
Structural Alignment
Collective Culture
© Centre for Integral Excellence
Sheffield Hallam University
Common direction
www.shu.ac.uk/integralexcellence
All Quadrant All Level Thinking
(Wilber, Wood)
Self knowledge
• personal values
• leadership style
• attitudes
• beliefs
• commitment
• competencies
Meaning-making
• shared values
• shared vision
• ethics/integrity
• myths/legends
• shared history
• morale and energy
© Centre for Integral Excellence
Sheffield Hallam University
Peak Performance
• personal capabilities
• decisions
• performance
• motivation
• role
Strategy and design
• business strategy/design
• organisational design
• processes
• policies & procedures
• performance measures
• managing information
www.shu.ac.uk/integralexcellence
Achieving the balance by improving
the whole organisation
Understanding yourself
Personal beliefs and values
Self-learning and understanding
Individual leadership styles
Attitudes and individual motivations
Commitment, drivers and influences
Personal centring
Positive thinking
Caring and nurturing self and others
Collective Culture
Developing a shared vision, mission
values and ethics
Co-operation and partnerships
Shared visionary leadership principles
and actions
People / team development and
compassionate management
Peak Performance
Giving and receiving feedback
(180/360°/IVA)
Development of personal capabilities
through appropriate training and
development activities
Personal management and feedback
through objectives and appraisals
Individual performance and reward
Personal motivation of others
Leading by example and role modelling
Strategy, processes &
Performance management
Organisational effectiveness
Team Dynamics
Self knowledge
Processes and process improvement
Strategic planning
Organisational design
Policies & procedures
Performance measurement
Managing information / knowledge management
Continuous improvement
Team and organisational effectivenesswww.shu.ac.uk/integralexcellence
© Centre for Integral Excellence
Sheffield Hallam University
Integrating for Excellence –
tools and techniques
Understanding yourself
Peak Performance
Team Dynamics
Personal
communication
tools
180/360°
IVA
Myers Briggs
Meaning-making / Culture
Strategy and design
Enablers
People
IIP
Leadership
Policy &
Strategy
Organisational effectiveness
Self knowledge
Results
People
Results
IIP
Processes
ISO
Partnerships
& Resources
BSC
Customer
Results
6 Sigma
Society
Results
Key
Performance
Results
Innovation and Learning
Team and organisational effectiveness
© Centre for Integral Excellence
Sheffield Hallam University
www.shu.ac.uk/integralexcellence
We shall not cease from exploration
And the end of all our exploring
Will be to arrive where we started
And know the place for the first time.
T S Eliot, Four Quartets
Vision without action is simply dreaming
Action without vision is merely activity
Vision with action - you can change the world
© Centre for Integral Excellence
Sheffield Hallam University
Joel Barker
www.shu.ac.uk/integralexcellence