the integral leader
DESCRIPTION
The Integral Leader. Summer School 2013: Becoming an Outstanding Leader. University of Wales, Trinity Saint David, Lampeter 26 June 2013 Charles Hampden-Turner and Fons Trompenaars . Your clients and partners. Doing More with Less: Main levers to pull. Innovation. Sustainability. - PowerPoint PPT PresentationTRANSCRIPT
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Summer School 2013: Becoming an Outstanding Leader
The Integral Leader
University of Wales, Trinity Saint David, Lampeter26 June 2013Charles Hampden-Turner and Fons Trompenaars
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Your clients and partners
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Einstein: "You can't solve a problem at the same level it was created"!
Whilst all organizations share the same types of problems during these difficult times, their approach to them is usually culturally biased and often set in their past.
New innovative solutions are required that are grounded in sharp strategy, understand the organization's values, reconcile the competing demands of the perspectives of all stakeholders including shareholders, employees and customers, plus solid branding and impeccable design.
Innovation
Leadership
Sustainability
Globalization
Doing More with Less: Main levers to pull
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Approaching Dilemmas: Navigating Strategic Tensions
To Create Wealth is
to combine Values that are not easily joined…..
Therefore scarce...
Therefore profitable….
And that is what servant leaders do
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Servant Leadership (Greenleaf)
“Servant Leadership is enabling others to perform better”
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Main dilemmas (1)
6
On the one hand … On the other hand …We see collaboration as important for the ongoing success of the service provision
We want to ensure that we are properly recognized for our contributions
We want to have shared facilities and “one stop shops” with other public services
We want to retain our separate identity and role
We need to standardize our systems to ensure the long-term sustainability of the organization
Many of our systems vary throughout each project and are well received and understood by all
We need high levels of professional specialist expertise to deliver specialist care
We need to develop new ways of delivering care across professional boundaries by multi-skilled workers
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Main dilemmas (2)
7
On the one hand … On the other hand …People working close to the patients are experts of the issues at that level. We want to encourage individuals to participate their ideas and experience to this change process from the bottom up
Our organization is large and requires strong, top-down leadership to manage this change process
NHS faces financial pressures and cost saving schemes being developed
Developing patient-centered care that is safe, timely, efficient and effective
Development and change is required to meet future needs and requirements
If it works don´t fix it
We want to focus on what we do well as an organization to ensure we deliver excellent services to our customers
We need to work in partnership with other organizations to deliver results more efficiently
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This approach leads to concrete and measurable actions…Im
pact
Time
RecognizeIncrease
Awareness
Respect Appreciate
Cultural Differences
ReconcileResolve
Cultural Differences
Realize and Root
Implement Reconciling Actions
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“Servant leaders have the propensity and competence to
help organizations and its teams reconcile dilemmas for
better sustainable performance”
Core Proposition
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Some hard evidence
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Source: 21 Leaders for the 21st Century p429
Correlation (Spearman’s coefficient of rank correlation)
Correlation between reconciliation and 360o feedback by peers and subordinates
0.71
Correlation between reconciliation and bottom line business performance in profit centre/budget stream
0.69
Some hard evidence
Our research reveals that propensity to reconcile dilemmas correlates with bottom line business performance
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Some soft evidence
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1. To develop our people versus to become more cost
conscious
5. Global or standardized) products versus local tastes,
particular markets
8. Operational Agility versus strategic clarity
6. Customer is always “right” versus anticipate customers needs
7. Equal opportunities versus positive discrimination
2. Reward our people for their mastery
versus Reward our shareholders for their
faith in us 9. Leverage intellectual
capital versus innovative projects
4. Reputation in wider community versus
serve our customers wants
10. Satisfy our customers at all costs versus shareholder value
Corporate Effectiveness & Efficiency
Satisfaction of the Client
Employee Development
& Learning
Shareholder Returns
& Financial Performance
Contributions to Society3. Keep short-term cash flow
versus Invest in long-term sustainability
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Please define culture
What is Culture?
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Language
Food
Meeting style
Architecture
DressBehaviour
Rhythm & Pace
Expression of emotion
Work ethic
Physical contact
Literature
A model of culture
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Explicit Culture
A model of culture
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US Culture
For example
French Culture
Stereotype Stereotype
Culture as a Normal Distribution
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Explicit Culture
A model of culture
Basic Assumptions
Implicit Culture
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Is a dynamic process of solving human problems/dilemmas in the areas of…
- Human Relationships
- Time
- Nature
About Culture
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01
02
03
04
05
06
07
Rules versus Exceptions
Individual versus Team Individual versus Team
Control versus Passion Control versus Passion
Specific versus DiffuseSpecific versus Diffuse
Lord versus ServantLord versus Servant
Sequential versus SynchronicSequential versus Synchronic
Inner versus Outer OrientationInner versus Outer Orientation
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01/ The Car Accident
What happens to your friend?
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01/ What right does your friend have?
A. My friend has a definite right as a friend to expect me to testify to the lower figure.
B. He has some right as a friend to expect me to testify to the lower figure.
C. He has no right as a friend to expect me to testify to the lower figure.
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01/ Dilemma:
The top 2 of your corporate values are:
1. Integrity
2. We respect the cultures of others
INTEGRITY
Please discuss in the context of these values what your answer would be…
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• Consistency• Systems, standards &
rules • Uniform procedures• Demanding of clarity• Letter of the law
• Flexibility• Pragmatic • Make exceptions• “It depends”• At ease with ambiguity• Spirit of the law
01/ Universalism vs Particularism
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VenezuelaKorea
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SingaporeFrance
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USACanada
Switzerland
Friend has no/some right and would not help
01/ Universalism
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MexicoJapan
SingaporeFrance
Czech RepGermany
NetherlandsAustralia
United KingdomSweden
USACanada
WSSSwitzerland
Friend has no/some right and would not help
01/ Universalism
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Global or standardized products versus local
tastes, particular markets Corporate Effectiveness & Efficiency
Satisfaction of the Client
Employee Development
& Learning
Shareholder Returns
& Financial Performance
Contributions to Society
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Global Standards (Critical Mass)
Cultural Diversity (Differing solutions)
Globalism and Localism
01/ Dilemma
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Globalization vs. LocalismG
loba
l cen
traliz
ed
Decentralized Multinational
Global Corporation
Multi-Local Corporation
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Globalization vs. LocalismG
loba
l cen
traliz
ed
Decentralized Multinational
Transcultural Corporation
International Corporation
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Universalism versus Particularism - dilemmas
31
On the one hand … On the other hand …
InnovationWe need to ensure that staff are aware of, and work to, policies and procedures laid down for the delivery of effective services
We should allow staff to work in an innovative way to get things done in response to customer need
We understand the importance of consistent organizational/team culture on innovation
We have many differing cultures within our teams and organizations which create different approaches
Sustainability
We need to standardize our systems to ensure the long-term sustainability of the organization
Many of our systems vary throughout each project and are well received and understood by all
CollaborationWe want to have shared facilities and “one stop shops” with other public services
We want to retain our separate identity and role
We need to streamline and homogenize our processes and procedures to deliver maximum benefits from the collaboration and how we deliver services to a greater number of people
We need to ensure that the service is sufficiently bespoke to deal with the problems faced by those people requiring our services
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01/ Main Challenges
1. Mass-Customization
2. Co-Opetition2. Co-Opetition
3. It is Cool to be emotional3. It is Cool to be emotional
4. Moments of Truth4. Moments of Truth
5. Servant Leader5. Servant Leader
6. Just In Time Synchronizing Sequences6. Just In Time Synchronizing Sequences
7. Pushing through the Pull7. Pushing through the Pull
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Universalism versus Particularism Universalism versus Particularism
Individualism versus Communitarianism
Neutral versus AffectiveNeutral versus Affective
Specific versus Diffuse Specific versus Diffuse
Achievement versus AscriptionAchievement versus Ascription
Sequential versus SynchronicSequential versus Synchronic
Internal versus External ControlInternal versus External Control
01
02
03
04
05
06
07
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b) Another said: ‘If the individual is continuously
taking care of his or her fellows then the
quality of life for us all will improve, even
if it obstructs individual freedom and
individual development.’
a) One said: ‘It is obvious that if one has as much freedom as possible and the maximum opportunity to develop oneself, the quality of
one’s life would improve as a result.’
02/ Individualism versus Communitarianism
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EgyptMexico
IndiaJapan
FranceChina
SingaporeIndonesia
BrazilItaly
GermanyRussia
SwedenUK
AustraliaFinland
NetherlandsDenmark
USACanada
Israel
Percentage opting for individual freedom
02/ Individualism
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IndiaWSS
JapanFranceChina
SingaporeIndonesia
BrazilItaly
GermanyRussia
SwedenUK
AustraliaFinland
NetherlandsDenmark
USACanada
Israel
Percentage opting for individual freedom
02/ Individualism
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02/ Dilemma Reconciliation
The Individual and the Team
Case Study:Individual Performance versus Team Spirit
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02/ The Individual and the Team
Stimulate Team Co-operation
Reward Individual Performance
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Team Motivation
Indi
vidu
al M
otiv
atio
n02/ Dilemma Reconciliation
(1,10) Me, Myself and I withholding Information
Team Mediocrity (10,1)
(5,5) Go for the Small
team
AND Reward
Individuals for Team
Work
Reward Teams for Individual Creativity
(10,10)
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Individualism versus Communitarianism - Dilemmas
On the one hand … On the other hand …
CollaborationI want to be unique and work alone I want to develop with other colleagues
and work collaboratively We see collaboration as important for the ongoing success of the service provision
We want to ensure that we are properly recognized for our contributions
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1. Mass-CustomizationMass-Customization
2. Co- Opetition
3. Moment of Truth3. Moment of Truth
4. It is Cool to be Emotional4. It is Cool to be Emotional
5. Servant Leader5. Servant Leader
6. Just In Time Synchronizing Sequences6. Just In Time Synchronizing Sequences
7. Pushing through the Pull7. Pushing through the Pull
02/ Main Challenges
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01
02
03
04
05
06
07
Universalism versus Particularism Universalism versus Particularism
Individualism versus CommunitarianismIndividualism versus Communitarianism
Neutral versus Affective
Specific versus Diffuse Specific versus Diffuse
Achievement versus AscriptionAchievement versus Ascription
Sequential versus SynchronicSequential versus Synchronic
Internal versus External ControlInternal versus External Control
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03/ Neutral versus Affective
In my society, it is considered unprofessional to express emotions overtly.Please select your position on the statement above:
A. Strongly agree
B. Agree
C. Undecided
D. Disagree
E. Strongly disagree
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KuwaitEgyptSpain
RussiaArgentina
FranceItaly
BrazilUSA
UKSwedenPortugalDenmark
CanadaIndia
ChinaHong Kong
JapanEthiopia
%
Percentage not expressing emotions overtly03/ Neutral versus Affective
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FranceItaly
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CanadaIndia
ChinaWSS
HongJapan
Ethiopia%
Percentage not expressing emotions overtly03/ Neutral versus Affective
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03/ Neutral versus Affective
How to select the Right Person?
Myers Briggs Type Indicator (MBTI)
Myers Briggs Type Indicator (MBTI)
DILEMMA
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03/ Neutral versus Affective
Emotions in Control
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03/ Neutral versus Affective
Emotions in Control
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03/ Neutral versus Affective
Heart in Passion
Analysis, Paralysis
(1,10)
Emot
ions
and
hea
d in
Con
trol
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03/ Neutral versus Affective
Heart in Passion
Emot
ions
and
hea
d in
Con
trol
(10,1)Loving Neurotic
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03/ Neutral versus Affective
Heart in Passion
Emot
ions
and
hea
d in
Con
trol
(10,10)Continually checking what your heart communicates
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4. Reputation in wider community versus serve our customers wants
Corporate Effectiveness & Efficiency
Satisfaction of the Client
Employee Development
& Learning
Shareholder Returns
& Financial Performance
Contributions to Society
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01
02
03
04
05
06
07
Rules versus Exceptions Rules versus Exceptions
Individual versus Team Individual versus Team
Control versus Passion Control versus Passion
Specific versus Diffuse
Lord versus ServantLord versus Servant
Sequential versus SynchronicSequential versus Synchronic
Inner versus Outer OrientationInner versus Outer Orientation
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04/ Specific versus Diffuse
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PUBLIC
PRIVATE
Specific versus Diffuse
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04/ Specific versus Diffuse
Specific Relationship
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PUBLIC PRIVATE
04/ Specific versus Diffuse
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No Relationship
04/ Specific versus Diffuse
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PRIVATEPRIVATE
Diffuse Relationship
04/ Specific versus Diffuse
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04/ Specific versus Diffuse
Danger Zone
PRIVATE
PUBLIC
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04/ Specificity
The colleague argues:You don’t have to paint the house if you don’t feel like it. He is your
boss in the company. Outside the company, he has little authority
The subordinate argues:Despite the fact that I don’t feel like it, I will paint the house
anyway. He is my boss and you cannot ignore it outside your work either.
A boss asking to paint his house
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0 20 40 60 80 100
ChinaNigeriaKuwait
VenezuelaSingapore
KoreaBelgiumGreece
ThailandMexicoJapan
AustraliaUSA
CanadaUK
DenmarkNetherlands
Sweden%
Would not paint the house
04/ Specificity
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324647
5258
656667
697071
7882
878889
9191
95
0 20 40 60 80 100
ChinaNigeriaKuwait
VenezuelaSingapore
KoreaBelgiumGreece
ThailandMexicoJapan
AustraliaUSA
CanadaUK
DenmarkNetherlands
SwedenWSS
%
Would not paint the house
04/ Specificity
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04/ Communication in high and low context
Diffuse A larger context
(from general to specific)
SpecificA smaller context
(from specific to general)
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To develop our people versus to become
more cost conscious Corporate Effectiveness & Efficiency
Satisfaction of the Client
Employee Development
& Learning
Shareholder Returns
& Financial Performance
Contributions to Society
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Balanced Score Card Dilemma…
From the Balanced to the Integrated Score Card
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Specific Financial Performance
Diffuse Development of
People
From the Balanced to the Integrated Score Card
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Spec
ific
finan
cial
per
form
ance
Interests in future innovating and learning
Cost cutting yourself
(1,10)
Subsidised seminar
(10,1)
Integrated growth:
Train for Cost
Cutting
(10,10)From the Balanced to the Integrated Score Card
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Positive discrimination versus equal opportunities
Corporate Effectiveness & Efficiency
Satisfaction of the Client
Employee Development
& Learning
Shareholder Returns
& Financial Performance
Contributions to Society
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Report ------ Rapport (Deborah Tannen)
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Specific versus Diffuse - DilemmasOn the one hand … On the other hand …
Innovation
We need high levels of professional specialist expertise to deliver specialist care
We need to develop new ways of delivering care across professional boundaries by multi-skilled workers
Innovation is encouraged Status quo is preferred
Sustainability
Funding for staff and services is decreasing Workload and expectation is ever increasing
We need to make the organisation financially stable in order to function
We need to deliver best possible care for our patients which may require spending money
Collaboration
I am constantly being asked to engage in command and control management as it is believed that this will deliver rapid results
To be truly effective we need to acknowledge that health care is a complex adaptive process and that working in uncertainty is creative
We need to be accountable as an individual health organization to meet the needs of our population
We want to work effectively in collaboration with other organizations to meet the needs of our population
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01
02
03
04
05
06
07
Rules versus Exceptions Rules versus Exceptions
Individual versus Team Individual versus Team
Control versus Passion Control versus Passion
Specific versus DiffuseSpecific versus Diffuse
Lord versus ServantLord versus Servant
Sequential versus SynchronicSequential versus Synchronic
Inner versus Outer Orientation
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07/ Internal versus External Control
A. What happens to me is my own doing.
B. Sometimes I feel that I do not have enough control over the direction my life is taking.
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3339
4955
5759
6363
667272
75757677
8286
88
0 20 40 60 80 100
VenezuelaChina
RussiaKuwait
SingaporeCzech Republic
IndiaJapan
GermanyKorea
ItalyBelgium
NLFrance
UKUSA
NorwayIsrael
What happens to me is my own doing
07/ Internal versus External Control
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What happens to me is my own doing
07/ Internal versus External Control
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Shareholder value versus Satisfy our
customers at all costs
Corporate Effectiveness & Efficiency
Satisfaction of the Client
Employee Development
& Learning
Shareholder Returns
& Financial Performance
Contributions to Society
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Balanced Score Card Dilemma…
From the Balanced to the Integrated Score Card
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Inner Directed Improvements
in Business Processes
Outer directed increase in customer satisfaction
From the Balanced to the Integrated Score Card
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Inne
r dire
cted
impr
ovem
ents
Outer directed increase in customer satisfaction
Lean but mean
(1,10)
Customer’s captive(10,1)
Integrated growth:
Pushing through the Pull(10,10)
From the Balanced to the Integrated Score Card
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07/ Main Challenges
1.1. Mass-CustomizationMass-Customization
2. Co-Opetition2. Co-Opetition
3. It is cool to be emotional 3. It is cool to be emotional
4. Moments of Truth4. Moments of Truth
5. Servant Leader 5. Servant Leader
6. Just in time Synchronizing Sequences6. Just in time Synchronizing Sequences
7. Pushing through the Pull
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Internal versus External Orientation - DilemmasOn the one hand … On the other hand …
Innovation
We want to lead and innovate, try new things and be brave
We are a government organization and our stakeholders/customers might expect us to be cautious
We need to ensure that the most effective services are provided. This may require services to change and adapt as more evidence/treatments becomes available
There is a need to minimize risk, and keeping services/treatment as they are means that staff are familiar with the service, and this helps to avoid unnecessary risk
SustainabilityDevelopment and change is required to meet future needs and requirements
If it works don´t fix it
We need to continue to develop and change to meet population needs
We need to develop sustainable services
CollaborationCultural and historical bureaucracy provide security and encourage confidentiality
Technology has moved at pace and we should take advantage of it
We want to focus on what we do well as an organization to ensure we deliver excellent services to our customers
We need to work in partnership with other organizations to deliver results more efficiently
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What Kind Of Leadership?Corporate
Effectiveness & Efficiency
Satisfaction of the Client
Employee Development
& Learning
Shareholder Returns
& Financial Performance
Contributions to Society
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01
02
03
04
05
06
07
Rules versus Exceptions Rules versus Exceptions
Individual versus Team Individual versus Team
Control versus Passion Control versus Passion
Specific versus DiffuseSpecific versus Diffuse
Lord versus Servant
Sequential versus SynchronicSequential versus Synchronic
Inner versus Outer OrientationInner versus Outer Orientation
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05/ Lord versus Servant
STATUS ?
What You Do Who You Are
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05/ Lord versus Servant
‘The most important thing in life is to act as really suits you, even if you don’t get
things done’
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41213
2021
2628
3031323334
4049
5456
6569
76
0 20 40 60 80 100
EgyptArgentina
Czech RepublicKorea
PolandJapanChina
RussiaMexico
Hong KongFrance
SwitzerlandGermanyDenmarkSweden
UKCanada
AustraliaUSA %
Percentage not agreeing with acting as really suits you
05/ Lord versus Servant
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41213
2021
2628
3031323334
4049
5456
5965
6976
0 20 40 60 80 100
EgyptArgentina
Czech RepublicKorea
PolandJapanChina
RussiaMexico
Hong KongFrance
SwitzerlandGermanyDenmarkSweden
UKWSS
CanadaAustralia
USA %
Percentage not agreeing with acting as really suits you
05/ Lord versus Servant
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Achievement versus Ascription - Dilemmas
On the one hand … On the other hand …
InnovationWe need to attract new talent and skills into the department for short - medium term in order to provide innovative solutions to issues we are facing
We have a moral and corporate responsibility to give those displaced internally the opportunity to fill these posts first
CollaborationPeople working close to the patients are experts of the issues at that level. We want to encourage individuals to participate their ideas and experience to this change process from the bottom up
Our organization is large and requires strong, top-down leadership to manage this change process
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05/ Achievement versus Ascription
Attributed status by seniority or role
Perf
orm
ance
St
atus
Lost democratic leadership(1,10)
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05/ Achievement versus Ascription
Attributed status by seniority or role
Perf
orm
ance
St
atus
Follow the Leader(10,1)
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05/ Achievement versus Ascription
Attributed status by seniority or role
Perf
orm
ance
St
atus
The Servant Leader
(10,10)
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05/ Lord versus Servant
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However…the starting point might be different in different cultures so:
• Make better rules out of
exceptions
• Let creative people work in teams
• Craft Strategies
• Report within Rapport
• Connect Inner with Outer Worlds
• And lead by serving
Servant Leaders…
• Look for the exception that proves the
rule
• Create teams that support individual
creativity
• Strategically Craft
• Rapport within Report
• Adapt internally to outside forces
• And serve by leading
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The differences between many cultures are ‘Mirror Images’ of each other. The dilemmas are the same.
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The logic has been reversed
`For the Servant Leader values are COMPLEMENTARY
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An organization’s sustainability is how its leadershipchooses and deals with the dilemmas originating between the stakeholders and creates culture as a context.
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Questions?
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Key Takeaways – short list
•Instead of focusing on the conflict between different values, look for theopportunity to gain more through genuine collaboration than you might have thought possible (than by following your original approach)
•Be aware of the power of your “default” – e.g. the approach you habitually adopt when things get hard, or when you are feeling too comfortable
•Broaden your repertoire of communication practices and business customs
•Create informal opportunities to interact
•In short - acknowledge complexity: e.g. the way we talk about west and east is at best a shorthand for something much richer
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THANK YOU!TO DOWNLOAD THIS PRESENTATION PLEASE GO TO www.thtconsulting.comPASSWORD WSSJune2013
@THTConsulting /THTConsulting
VOTE for Fons for the 2013 Thinkers50 poll at http://www.thinkers50.com/vote
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Dilemma theory: resolving strategic issues
DILEMMA(from the Greek meaning)
TWO-PROPOSITIONS IN (APPARENT) CONFLICT
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Centralization Decentralization
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Culture Space
Cen
tral
izin
g
Decentralizing
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Better Centralized Knowledge of ever more Decentralized Activities
Cen
tral
izin
g K
now
ledg
e
Decentralizing Activity
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Uni
vers
alis
m
Particularism
Vicious and Virtuous Circles
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Main dilemmas (1)
105
On the one hand … On the other hand …We see collaboration as important for the ongoing success of the service provision
We want to ensure that we are properly recognized for our contributions
We want to have shared facilities and “one stop shops” with other public services
We want to retain our separate identity and role
We need to standardize our systems to ensure the long-term sustainability of the organization
Many of our systems vary throughout each project and are well received and understood by all
We need high levels of professional specialist expertise to deliver specialist care
We need to develop new ways of delivering care across professional boundaries by multi-skilled workers
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Main dilemmas (2)
106
On the one hand … On the other hand …People working close to the patients are experts of the issues at that level. We want to encourage individuals to participate their ideas and experience to this change process from the bottom up
Our organization is large and requires strong, top-down leadership to manage this change process
NHS faces financial pressures and cost saving schemes being developed
Developing patient-centered care that is safe, timely, efficient and effective
Development and change is required to meet future needs and requirements
If it works don´t fix it
We want to focus on what we do well as an organization to ensure we deliver excellent services to our customers
We need to work in partnership with other organizations to deliver results more efficiently
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Dynamic process of solving dilemmas in six steps:
1. Identify dilemma2. Chart dilemma3. Stretch dilemma4. Define epithets5. Reconcile dilemma6. Define action points
Reconciling cultural differences
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1. Describe the Dilemma: • on the one hand: • on the other hand:
2
.Y-a
xis
labe
l:
2.X-axis label:
4.
10,1
3. List Positives for Y-axis:
+++
5,54.
5. 4.
1,10
List Negatives for Y-axis:
---
3. List Positives for X-axis: +++
List Negatives for X-axis:---
6. Action plan
Actions:--Obstacles:--Monitoring: --
Reconciliation Worksheet1. Identify the dilemma2. Chart the dilemma
a. Be specific by making the dilemma defined under 1 more concrete
b. Label the axes reflecting the opposing positions (positive or neutral)
c. Plot the positions of the actors3. Stretch the dilemma
Describe the positives and negatives of each side of the dilemma
4. Make epithetsPut epithets (sweet and sour) in each of the boxes
5. Reconcile the dilemmaAsk how Value X can support Value Y and vice versa
6. Develop action plan
10,10
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Dilemma reconciliation
Steps in reconciling dilemmas:
• Choose the dilemma you want to work on and sign up• Chart the dilemma: make it specific to your table• Stretch the dilemma: List the positives and negatives• Define epithets• Reconcile the dilemma:
– How can I get more of Value X through Value Y, and – How can I get more of Value Y through Value X?
• Develop action plan