The University of Notre Dame

Leading Integral ChangeLeading Integral Changeat the

Naval Surface Warfare Center CoronaNaval Surface Warfare Center, CoronaApril 24, 2008

3 Needs of a Leader at the Defining Moment3 Needs of a Leader at the Defining Moment

Accelerate Change

Accelerate ChangeIntegral Quadrants

Individual Exterior(objective)

Individual Interior

(subjective)

Behavior:Observable actionsLanguage

Consciousness:Values

MotivationsIQ/EQ

Systems:Governance

Culture:Unspoken norms Governance

Business SystemsTechnology

Collective E t i

Collective I t i

Unspoken normsUnderstood protocol

Exterior(interobjective)

Interior(intersubjective)

Accelerate ChangegI, We, It

Individual Exterior(objective)

Individual Interior

(subjective)

I

Collective E t i

Collective I t i

We It

Exterior(interobjective)

Interior(intersubjective)

Accelerate ChangegI, We, It

Leader’s Personal Engagement

I

We It

Organizational Culture Systemic Solutions

Accelerate ChangegI, We, It

Solutions

We

ItEngagement

I

We

C lCultureLenses

Accelerate ChangegI, We, It

IWeIt

3 N d f L d t th D fi i M t3 Needs of a Leader at the Defining Moment

Make Reality a Key Driver

Make Reality a Key Drivery y

“We’ve got a business of 1 000 highly technical peopleWe ve got a business of 1,000 highly technical people, predominantly engineers and scientists, plus another 1 000 contractors No one with a business degree1,000 contractors. No one with a business degree, and I’m running a business of $200 Million.”

J h Fi h ll T h i l Op ti M– John Fishell, Technical Operations Manager

Make Reality a Key Driver

# of People

A

2737

4757

4030Age

Tenure6757

10

3020

3 N d f L d t th D fi i M t3 Needs of a Leader at the Defining Moment

Get Clear on Your Preferred Future

G t Cl Y P f d F tGet Clear on Your Preferred Future

• Identify Emergent Leaders• Identify Emergent Leaders• Enable them to Plan their Own

Careers• Understand their DevelopmentalUnderstand their Developmental

Needs and Provide Support

Think and Act in Real Time

Think and Act in Real Time

Live in your future and plan for it at the same timeLive in your future and plan for it at the same time. When you think and act as if you were already the organization you want to become your desired futureorganization you want to become, your desired future happens faster.

Think and Act in Real Time

Leader’s Personal Engagement

I

We It

Organizational Culture Systemic Solutions

Think and Act in Real Time

Individual Exterior

Individual Interior

I, We, It: All Quadrants Simultaneously

(objective)(subjective) Provide Forum forPracticing and Modeling New Leadership BehaviorsLarge Scale Event

Develop Leaders andFoster Engagement

Executive CoachingWorkgroup Learning

Create Systems to Engage Organizational Culture and

gWorkgroup Report-outs

g p gLarge Scale Event

ySupport ChangeWorkgroup Projects

CollectiveCollective

g g gFoster Organizational Learning

Large Scale EventWorkgroup Team Composition

Collective Exterior(interobjective)

Collective Interior

(intersubjective)

3 N d f L d t th D fi i M t3 Needs of a Leader at the Defining Moment

Engage and Include

Engage and Include

Cl di ti ith li it d i l i d b d b dClear direction with limited inclusion and broad-based participation can both be engaging. Keep asking, “Wh th k t k h ld d h“Who are the key stakeholders and how can we engage them?” to build commitment and ensure you

t th i ht f i tiget the right answers for your organization.

Engage and Include

High PotentialsExecutives All Leaders

Who are the Key Stakeholders and How Can We Engage Them?

High PotentialsExecutives All Leaders

CompetencyWorkgroup

Career PlanningGroup

Training Systems

WELDLarge Scale

EventStrategy Design

TeamGroup

Succession Planning Group

Event

Leadership Structure Team

Engage and Include

Clear direction with limited inclusion and broad-based participation.

High PotentialsExecutives All LeadersHigh PotentialsExecutives All Leaders

CompetencyWorkgroup

Career PlanningGroup

Training Systems Large Scale

EventStrategy Design

TeamGroup

Succession Planning Group

Leadership Structure Team

3 N d f L d t th D fi i M t3 Needs of a Leader at the Defining Moment

Create Community

Create Community

E p pl f l ll i t th i p ti p t fEnsure people feel allegiance to their respective part of the organization and allegiance to the larger whole. Wh th d l lli i t p pl ll b tWhen these dual alliances exist, people collaborate as part of something larger than themselves that they

t d d b li icreated and believe in.

Create Community

High Potentials Max-Mix

E h k p p tCompetencyWorkgroup

Career PlanningG

Each workgroup represents a microcosm of the entire organization with cross-Group

Training Systems Group

organization with crossfunctional and multi-level participation. Having “the

Succession Planning Group

Leadership

p p gsystem in the room” nurtures awareness and integration ofI W I

pStructure Team I, We, It.

Build Understanding

Build Understanding

Sh i f ti th t d t b th h tShare information that needs to be common throughout the organization. When people understand the big pi t d h th i k i l t d it l d tpicture and how their work is related, it leads to aligned action.

Build Understanding

A Roadmap of Organizational Learning.

Action ActionReflection Reflection

Build Understanding

Building the Bridge as You Walk on It.

I We I WeItIt It We

Build Understanding

Understanding the Big Picture and How their Work is Related.All Leaders Max MixAll Leaders Max-Mix

180-230 leaders in the room, at tables of 6 8 Each table

Large Scale Event

at tables of 6-8. Each table a microcosm of the entire organization with cross-g zfunctional and multi-level participation. Each table able to integrate I, We, It.

3 N d f L d t th D fi i M t3 Needs of a Leader at the Defining Moment

It

It

What We’ve Accomplished

•Comprehensive Agreement on Leadership Competencies and Technical Knowledge, Skills, and Abilities (KSAs)

It

The Corona Competency Model

Leadership

ProfessionalismPersonal Integrity/EthicsEmployee Respect & ValueAccountability

Supervision & Management

SupervisionBasic SupervisionCommunicationMentoring

Unique Technical

FTMSPAPE

Command Wide

Project ManagementBasic Project ManagementResource ManagementRisk ManagementAccountability

Results OrientedLeadership

Visionary LeadershipAdaptiveMission ClarityAdvocate & Champion

Strategic Planning

MentoringWork EnvironmentTeam BuildingComplianceEEO & Diversity

BusinessBusiness DevelopmentBusiness Processes

PEQARACMD

Risk ManagementTime ManagementProcurement

Analytical ThinkingGeneral Computing

Office ToolsPolicy & Procedures

GeneralStrategic PlanningVision/Strategic Direction

WorkforceWorkforce CommitmentHuman Resource Management

CustomersCustomer Driven ExcellenceBalancing Customer &

Business ProcessesVision

CustomerCustomer FocusCredibilityAdvocacy

TechnicalTechnical Expertise

GeneralTravelTrainingTimekeeping

AcquisitionDAWIASystem Acquisition

Continuous ImprovementgSponsor Requirements

CommunicationCommunicationBuilding Coalitions

Business ManagementBusiness & FinanceBusiness Ethic

pProject ManagementProblem Solving

pContinuous LearningProcess Improvement

General Knowledge NavyIT/KM

LegendBusiness KnowledgeBusiness DevelopmentFinancial Viability’

Process ManagementContinuous Improvement

Top tier: (Leadership, Supervision & Management, Command Wide, Unique Technical)Competency Area

Blue Level: Sub-CompetencyBlack Bulleted Level: Competency

It

What We’ve Accomplished

•Individual Development Plan with 98% Participation•Processes and Data Query Capability•Ability to be Populated by Agreed upon Competencies and KSAs•Ability to be Populated by Agreed upon Competencies and KSAs

It

What We’ve Accomplished

•Web-based Employee Development Tool with Linkages between Career Paths and Competencies

•Drop-down Menus by Department and Job Role Populated by Essential Leadership Competencies•Drop-down Menus by Department and Job Role Populated by p y p J p yEssential Technical Knowledge, Skills, and Abilities

It

WE

Ch i O i i l C l I l di

What We’ve Accomplished• Changes in Organizational Culture Including

Decentralization of Leadership as Evidenced by Approach to Launching Strategic Goals TeamsApproach to Launching Strategic Goals Teams– Considerable Participation– Formation of Max-mix Teams

I

• The Process Itself is Leadership DevelopmentWhat We’ve Accomplished

• The Process Itself is Leadership Development

3 N d f L d t th D fi i M t3 Needs of a Leader at the Defining Moment

Questions

Att ib tiAttribution

Contemporary Philosopher Ken Wilber created the Integral Model and has written extensively on it and an Integral approach. Of his many works, Integral Psychology in particular points to the application of Integral to g syc gy p c p s pp c gleadership development.

Robert Jacobs’ six principles of Real-time Strategic Change form the colored J p p g gslides 8, 11, 13, 17, 21 and 24 – “Make Reality a Key Driver, Get Clear on Your Preferred Future, Think and Act in Real Time, Engage and Include, Create Community, Build Understanding.” The statements that follow many of these slides are often phrased as polarities and representfollow many of these slides are often phrased as polarities and represent the combined thought of Jacobs and Polarity Management progenitor Barry Johnson. Jacobs’ Real-Time Strategic Change and Johnson’s Polarity Management as well as their personal involvement have both deeply informed the work at Corona.

P tPresenters

In the future:

B G ll b h d t D id G ll @ ilBruce Galloway may be reached at David.Galloway@navy.mil

Karl Johnson may be reached at kjohns13@nd.edu