Transcript Slide 1

EXECUTIVE INTEGRAL LEADERSHIP PROGRAM
DEVELOPING THE INTEGRAL
PERSPECTIVE
DEVELOPING THE INTEGRAL
PERSPECTIVE
Leo Burke (574) 631-7636, [email protected]
Guiding Questions
• What does it take to create
exceptional, sustained value?
• What is the role of leadership
in this process?
The Integral Approach to Leadership
What is Leadership?
• Leadership is enhancing the collective capacity to create what
matters most.
How is Leadership Developed?
• Leadership is developed from the inside out…
• Embodying the organization you believe in.
• Living from purpose.
• Acting on your vision in every encounter.
• Not waiting for the next job to begin being who you are.
• Living your values and vision in the midst of mixed messages.
• Being the change you want to see in the world. - Gandhi
INTEGRAL AGENDA
Integral theory provides a comprehensive map of
organizational analysis and transformative
leadership that is
 Comprehensive
 Balanced, and
 Integrated.
Somehow, integral leaders see things that others don’t.
INTEGRAL AGENDA
In this session we will focus on three fundamental
building blocks of integral theory:

Quadrants

Levels of Development

Lines of Development
CASE STUDY
Central DuPage Hospital is a successful suburban
hospital Northwest of Chicago in Winfield, IL. Dr. Jeff
Huml has been charged with heading the ICU. He is
deeply committed to patient care excellence. This ICU
is an open unit. Nursing turnover has been high and
morale is low. The culture is one in
which doctors are the primary decision makers regarding patient care. In
fact, physicians make all the primary patient care decisions; some treat the
nurses brusquely. A new CEO has arrived and has asked Dr. Huml to lead
a change process to improve the quality and overall effectiveness of the
ICU. The CEO is focused on improving the hospital’s overall financial
performance and sees improvement in this unit as being an important part
of his overall strategy.
What advice would you give this leader?
Post Ideas of the Group
QUADRANTS
Collective
Individual
Interior
Exterior
Collective
Individual
QUADRANTS
Interior
Exterior
Personal
Meaning
Individual
Behavior
Culture
and
Shared
Values
Systems
and
Processes
Copyright 2004 Integral Institute
Used with permission
QUADRANTS
Example: Going on a Diet
A good friend of yours has decided to go on a diet. There are
several important factors to consider. Place the letter for each
factor from the list below in the correct quadrant.
Interior
Individual
Decision to diet
Daily exercise
Attitudes of family
Grocery & health food stores
Support group meetings
Health club wellness program
Perceptions of co-workers
Filling out a daily calorie
checklist
I. Setting a target weight
J. Support group
encouragement
Collective
A.
B.
C.
D.
E.
F.
G.
H.
Exterior
QUADRANTS
Situational
Leadership
Trait
Theory
Reengineering
Systems
Shared
MBO
Org
Culture
Thinking
Vision Mgt
EQ
Collective
Individual
Interior
Exterior
Trait Theory
Situational
Leadership
EQ
MBO
Shared Vision
Org Culture Mgt
Systems Thinking
Reengineering
QUADRANTS
Collective
Individual
Interior
An integral
leader models
clear personal
commitment...
…while
building a
supporting
culture…
Exterior
…consistent with
individual
behavior...
…to create
significant
changes in
larger systems.
Copyright 2004 Integral Institute
Used with permission
QUADRANTS
Collective
Individual
Interior
Exterior
QUADRANTS
Exterior
Individual
Interior
Collective
 Open systems
analysis
 SWOT analysis
 Socio-tech systems
 Workouts
 Financial analyses,
e.g., discounted cash
flow valuation, NPV
analysis, internal rate
of return, EVA
analysis, ratio
analysis
 Sales forecasting
 Funnel analysis
 Stakeholder analysis
 Market share analysis
 Six sigma/LEAN
 Technology roadmaps
 Strategic group mapping
 Whole systems approach
 Scenario planning
QUADRANTS
Quadrant analysis can be used to …
 Diagnose issues
 Develop change initiatives
 Evaluate strategic options
at the …
 Micro
 Organizational, and
 Macro levels.
Copyright 2004 Integral Institute
Used with permission
QUADRANTS
Collective
Individual
Interior
An integral
leader models
clear personal
commitment...
…while
building a
supporting
culture…
Exterior
…consistent with
individual
behavior...
…to create
significant
changes in
larger systems.
Copyright 2004 Integral Institute
Used with permission
UK Healthcare Case
• Brief description of the leadership dilemma
• Teams of 3 – 4
• Rotating in the room across four quadrants &
posting ideas for each
• Group discussion of the analysis
• What is the leadership challenge?
In addition to the quadrants, a
comprehensive, integral approach must
include an understanding of the various
lines of development.
Copyright 2004 Integral Institute
Used with permission
LINES
Exterior
Individual
development is not
uni-dimensional.
Collective
Individual
Interior
Copyright 2004 Integral Institute
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LINES
Individual
Interior
There are, in
fact, multiple
lines of
development
that run through
all of the
quadrants. The
upper left is no
exception.
Copyright 2004 Integral Institute
Used with permission
LINES
Lines in the upper left quadrant represent key dimensions of our
interior lives. They may be thought of as intelligences that have
adapted to questions the universe poses.
Cognitive Line
“What is?”
Emotional Line
“What am I feeling?”
Physical Line
“What are the limits of my body?”
Interpersonal Line
“How do I relate to others?”
Values Line
“What’s important to me?”
Moral Line
“What should I do?”
Spiritual Line
“What is my relationship to Ultimate
Reality?”
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LINES
What would it be like to have a boss with this profile?
Very
Hi
Hi
Med
Lo
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LINES
… with this profile?
Very
High
Hi
Med
Lo
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LINES
1. How would you rate yourself? 2. Where do you need to be?
Very
High
Hi
Med
Lo
LINES
 Lines allow us to appreciate the various components
of an individual’s character, skills, and personality.
Interior
Individual
Interior
 Balancing lines is the most economical strategy for
increasing effectiveness.
Copyright 2004 Integral Institute
Used with permission
In addition to quadrants and lines,
there is one more important piece to
the puzzle.
LEVELS
Each quadrant
proceeds through
levels of
development with
mastery of
increasing levels of
complexity,
differentiation &
ability to integrate
ambiguity into
thought & action.
Level IV
Level III
Level II
Level I
Copyright 2004 Integral Institute
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LEVELS
Development occurs
over time and in
context, & thus the
interior is integrated
with exterior change &
with corresponding
changes in how one
engages & participates
in the collective
domains of life.
Level IV
Level III
Level II
Level I
Copyright 2004 Integral Institute
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LEVELS
Mastering a level of development in one quadrant requires
developing competency in the other quadrants to the appropriate
corresponding level.
Exterior
Collective
Individual
Interior
Copyright 2004 Integral Institute
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LEVELS
An example: a hypothetical career
…requires the ability to
think in multiple
dimensions.
A promotion from
labor to first level
management...
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LEVELS
An example: a hypothetical career
…that demands an
expanded cognitive
capacity.
A promotion to
department manager
is a more complex
job...
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LEVELS
An example: a hypothetical career
…and demands
meta-systemic
thinking, an
integral cognitive
capacity.
Being the manager of
an entire region is a
more complex set of
tasks...
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LEVELS
The Higher
The Level,
Individual
Interior
Exterior
Individual
behavior
The Higher
Collective
The Leverage
Cultural
values
Larger
systems
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Used with permission
LEVELS
LEVELS
When we
combine
Levels with
well
researched
Lines,
things get
interesting…
Copyright 2004 Integral Institute
Used with permission
ACTION LOGICS & VALUES
 The Action Logic of a leader is their way of responding to the question:
“How do I influence this situation” & “What’s the important outcome I
choose as ‘success’?”
 A Value is any Belief, Principle, or Virtue held so deeply (consciously or
unconsciously) that it guides Behavior, Decisions and Action. (Nahser,
2001)
 Values & Action Logics form a Developmental Level that is distinctive,
stable, coherent.
Patterns of conscious attention & chosen response and interaction.
Are stable across cultures and across time.
Adaptive to life circumstances (disequilibrium) , thus changeable.
Later logics can understand earlier ones, but not vice versa.
Each person’s action logic is right for him or her.
THE OPPORTUNIST
 Domain of Attention: External, physical, environments they can
control or manipulate
 Dominant Values: Gaining control, dominance & unilateral power as
the only effectual power
 Action Logic: Timing action for “I win”

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








Strengths:
Operate in adverse, emergency conditions
Risk-taker & turn-around artist
Not Bound by tradition or rules that impede action
Tough, directive, predictable
Can open unstructured market opportunities
Difficulties:
Impulsive, low tolerance for ambiguity
Not team player & develops “dependency” in teams
Doesn’t take responsibility for actions, blames
Tactful manipulation may work or be seen as disingenuous, false, or
as lying
THE OPPORTUNIST
 Given the case we reviewed earlier:
How would the Opportunist action logic be an advantage? A
disadvantage?
Can you think of two or three colleagues who operate out of this
action logics some or most of the time?
To what degree is this a fall-back action logic for you?
Are you so appalled by this action logic that you have not learn how
to manage someone who exhibits it?
The Diplomat
 Domain of Attention: Observed or sensed performance
 Dominant Values: Self-control, adherence to established norms and
customs of the culture
 Action Logic: Who is the authority, follow tradition






Strengths:
Loyal & seeks to be pleasing, to meet approval
Strong work ethic, reliable, resourceful
Defends the culture, speaks the company language
Exquisite sense of tact, seeking honest agreement
Assumes a strong sense of role, referent power






Difficulties:
Smoothing over conflict, trying to please
Risk averse, lacking creativity, resistant to change
Avoids negative feedback, deflects it
“Don’t lose face”
More blind to other ways of behaving than most
THE EXPERT
 Domain of Attention: Internal consistency, knowledge & competent
use of skills
 Dominant Values: Craft excellence, the “best” at what I do, different,
independent & valued for it
 Action Logic: Being right, technical merit, efficient





Strengths:
High craft skills with high professional standards
Self-critical & open to critical feedback by established methods
Acts from an internally consistent moral order
Perfectionist
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Difficulties:
Choose efficiency over effectiveness
Inflexibility over method/logic, closed to others
Not a good team player
May fall victim to self-generated stress
THE ACHIVER
 Domain of Attention: External goals, outcomes, how things work on
inside and outside to achieve
 Dominant Values: Advancing the organization while advancing one’s
influence over it
 Action Logic: What works, timely action for results






Strengths:
Highly flexible in choosing different strategies
Inspirational & expects change as normative
Drives to the goal line & appreciates mutuality, not hierarchy
Comfortable engaging complexity
Self-Authoring




Difficulties:
Feels guilt if doesn’t meet his/her expectations
Blind to subjective motives shaping conclusions
Values the goal over the process/strategy
Developmental Distribution
Developmental Distribution of Action Logics
_____________________________________________
Opportunist
5%
Diplomat
12%
Expert
38%
Achiever
30%
Later action-logics
15%
_____________________________________________
See Rooke & Torbert, Harvard Business Review, April 2005
POST CONVENTIONAL ACTION LOGI CS
Individualist
Interweaves competing personal and
company action logics. Creates unique
structures to resolve gaps between
strategy and performance.
10%
Strategist
Generates organizational and personal
transformations. Exercises the power
of mutual inquiry, vigilance, and
vulnerability for both the short and
long term.
4%
Alchemist
Generates social transformations. Integrates
material, spiritual, and societal
transformation.
1%
INTEGRAL LEADERSHIP
The Integral Leader is one who can
understand and navigate quadrants, lines and
levels, and is personally committed to
development.
Interior
…and a
supporting
culture.
Significant
changes to
larger
systems…
Individual
behavior
Individual
…which
…must be
demands
supported by
personal
individual
commitment… behavior…
Larger
systems
Cultural
values
Copyright 2004 Integral Institute
Used with permission
CASE STUDY RESULTS
Results after two years…
• Average length of stay reduced 34%
• Time on ventilators reduced 50%
• Risk adjusted mortality reduced by 13.9
out of 100
• $400,000 savings in medicines per year
• $5,000,000 savings in patient care
costs per year
• ROI = 800%