building a high performance team using the integral framework

21ST CENTURY ORGANISATIONAL DEVELOPMENT

ALIGNING ORGANISATIONS, CULTURE AND PEOPLE FOR STRATEGIC TRANSFORMATION

cornerstoneintegral.com

[email protected]

Building a High Performance Audit Team Using the Integral Framework

© Cornerstone Integral


• The world has never been so complex as it is right now—it is mind boggling and at times emotionally overwhelming.

• The world only seems to get more complex and cacophonous as we confront the major problems of our day: extreme religious fundamentalism, environmental degradation, failing education and health systems, volatile financial markets, fluctuations in economic performance as well as political and ethnic differences that seem unresolvable.

• Never have there been so many disciplines and worldviews to consider and consult in addressing these issues: a cornucopia of perspectives.

CONTEXT


CONTEXT

• But without a way of linking, leveraging, correlating, and aligning these perspectives, their contribution to the problems we face are largely lost or compromised.

• We are now part of a global community and we need a framework—global in vision yet also anchored in the minutiae of our daily lives—that can hold the variety of valid perspectives that have something to offer our individual efforts and collective solution building. This is framework in known as Integral Theory


PURPOSE

• To explore the Integral Framework to help us begin to understand how we as leaders of teams use the framework as a map to understand and build a high performance team.


VUCA

VolatileUncertainComplexAmbiguous


THE CURRENT MARKET ENVIRONMENT

• The environment has changed: it is more complex, volatile and unpredictable.

• The skills needed for leadership, organizational excellence and high performing teams have also changed – more complex and adaptive thinking abilities are needed.

• The methods being used to develop leaders and teams have not changed. (Together Everyone Achieves More)

• The majority of managers are developed from on-the-job experiences, training, and coaching/mentoring; while these are all still important, leaders and their teams are often not developing fast enough or in the right ways to match the new and complex environments.

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KEN WILBER

• American philosopher Ken Wilber has over 30 years written books in areas such as cultural anthropology, philosophy, sociology of religion, physics, healthcare, environmental studies, science and religion, and postmodernism.

• Wilber first began to use the word “integral” in 1995 to refer the bringing together of many and various perspectives in adult and human development

• Wilber has published over two dozen books and in the process has created integral theory.2

• Since its inception by Wilber, integral theory has become one of the foremost approaches within the larger fields of integral studies and meta-theory.4


WHAT IS INTEGRAL THEORY ?

• Integral theory weaves together the significant insights from all the major human disciplines of knowledge, including the natural and social sciences as well as the arts and humanities.

• As a result of its comprehensive nature, integral theory is being used in over 35 distinct academic and professional fields such as art, healthcare, organizational management, ecology, congregational ministry, economics, psychotherapy, law, and feminism.5


WHAT IS INTEGRAL THEORY ?

• Integral theory provides individuals and organizations with a powerful framework that is suitable to virtually any context and can be used at any scale.

• Why? Because it organizes all existing approaches to and disciplines of analysis and action, and it allows a leader to select the most relevant and important tools, techniques, and insights.


The Integral Approach

Cornerstone uniquely tailors consulting interventions and development programs utilising the Integral Framework – providing a holistic perspective on organisational and team dynamics. The Integral approach is currently the most significant framework capable of taking into account the rapid rates of change and complexity emerging in a global marketplace. It has significant application for career, leadership, organisation and team development. As the Integral Framework integrates all current and past management and leadership theories, it facilitates Cornerstone’s capability to leverage its long career experience to design and deploy what is uniquely needed for sustainable transformation in any organisation and team. This flexibility quickly translates organisational outlay and expenditure into real-time return on investment, empowering current company strategy, while strongly aligning with a companies values and purpose.


The dictionary definition of ‘integral’ is:

“…possessing everything essential or significant: complete; whole. Everything is integrated”

The Integral approach allows us to consider 4 different perspectives of any circumstance or situation and therefore provides us with a complete picture.

THE INTEGRAL APPROACH

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THE INTEGRAL APPROACH

Every organisational situation can be considered from the perspective of the individual (the leader or the follower), or from the perspective of the collective (the group, team or organisation).

Next, we must consider that all phenomenon can be considered from an objective (tangible/external) perspective, or a subjective (intangible/internal) perspective.

INDIVIDUAL

employee, leader, followerindividual actions/behaviour

individual mindsetindividual motivation

team, group, relationshipculture, organisation structure

processes & proceduressystems, behaviour patterns

COLLECTIVE

INTANGIBLE TANGIBLE

motivation worldview

beliefsinterpretations

capabilities feelings

perceptions

behaviouraction

economicsprocesses

infrastructure metrics

the physical environment

EXAMPLES:

EXAMPLES:

EXAMPLES:

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ORGANISATIONAL PERFORMANCE A HOLISTIC PERSPECTIVE

INTANGIBLE TANGIBLE

INDIVIDUAL

COLLECTIVE

ATTITUDINALBeliefs

AwarenessIntention

ValuesPerspective

BEHAVIOURALApplied SkillPerformance

AccountabilityBehaviour

CULTURERelationships

Vision Shared Values Team Morale

Dynamics

SYSTEMS Strategy

StructuresPolicies

TechnologiesEnvironment

A Integral Approach to understanding organisational performance ensures that when analysing any given situation we are able to take on all perspectives from both an individual and group point of view.

This means that the likelihood of better communication and understanding is greatly enhanced.

15© Cornerstone Integral

Organisational Performance a Holistic Perspective

INTENTIONAL (I)

Personal Mastery

Attitudes

Values

Perspectives

CULTURE (WE)

Cultural Mastery

Relationships

Politics

Dynamics

BEHAVIOURAL (IT)

Capability Mastery

Performance

Accountability

Results

SYSTEMS (ITS)

Strategy Mastery

Structures

Policies

Technology

TANGIBLEINTANGIBLE

INDIVIDUAL

COLLECTIVE

Four Languages

The

Language

of Thoughts

& Feelings

The Language

of Relationship & Meaning

The Language

of behaviour & Action

The language of Systems & Strategy

TANGIBLEINTANGIBLE

INDIVIDUAL

COLLECTIVE



AFL GRAND FINAL EXPERIENCE

• Let me describe a day at the AFL Grand Final from an Integral Perspective• I want you to consider for a moment how all the quadrants co arise

• Upper Left (Interior of Individual)

• I have supported Hawthorn my whole life as did my father and as do my sons.• This is an emotional experience because it connects with my child hood and my

parents as well as bonds me with my children.• I am fortunate enough to have experienced many Grand Finals since 1961 and

each one both winning and losing them leaves a lasting memory.• I feel that it is a privilege to be a Hawthorn supporter• In 2013 here we are again at a special day for AFL Fans with an emotional

involvement


GRAND FINAL EXPERIENCE

Lower Right ( Exterior of the Collective )

• As a member of the Melbourne Cricket Club there is a collective system we as members can choose to follow in order attend the game.


GRAND FINAL EXPERIENCE• Upper Right ( Exterior of the Individual)

• In order to get the best seats my son and I choose to do and behave in certain ways

• Book an expensive hotel• Have a great meal and discuss the merits of the team for the next

day. This ritual that my son and I did for 2013 as we did in 2012 and 2008

• Get up at 4.00 am taxi to the ground• Line up in the according to the lower right system as do 1000’s of

others who make that same choice


GRAND FINAL EXPERIENCE• Lower Left (Interior of the Collective)• What one discovers is that when adhering to the lower right

structures, you meet and discover people who have the same upper left individual perspectives with respect to supporting Hawthorn as you do. Those individuals share stories and memories of previous Grand Final experiences that are similar to yours and at that moment in time are collectively sharing a cultural experience. This ultimately means a common cultural or lower left perspective emerges that can be felt but is hard to describe

Team Development – Is there anybody out there?


VERTICAL TRANSFORMATION

Vertical development, in contrast, refers to the ‘stages’ that people and teams progress through in how they ‘make sense’ of their world. Research has shown that adults continue to progress (at varying rates) through predictable stages of mental development. At each higher level of development, adults and the teams they work in can make sense of the world in more complex and inclusive ways – their individual and collective minds grow bigger.

Horizontal development is the development of new skills, abilities and behaviours. It is technical learning. It is most useful when a problem is clearly defined and there are known techniques for solving it.


THE BIG PICTURE

CONFORMIST

IMPULSIVE

SPECIALIST

ACHIEVER

CATALYST

SYNERGIST

CO - CREATOR

FIRST LINE MANAGEMENT

MANAGING SELF

LEADING OTHERS

STRATEGIC LEADERSHIP

INTEGRATED LEADERSHIP

VISONARY LEADERSHIP

TRANSFORMATIONLEADERSHIP

VISIONARY

LEGACY

COLLABORATIVE

PERFORMANCE

TECHNICAL

POWER

CONFORMITY

VALUE DELIVERY - Level 6

VALUE DIRECTION - Level 7

STRATEGIC DIRECTION - Level 5

STRATEGIC DELIVERY - Level 4

OPERATIONAL DIRECTION - Level 3

OPERATIONAL EXECUTION- Level 1

OPERATIONAL DELIVERY- Level 2

PERSONAL MASTERY

CAPABILITY MASTERY

STRATEGIC MASTERY

CULTURAL MASTERY

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Do we have our Heads in the Sand ?


LOWER RIGHT - SYSTEMS

• To what extent is the teams goals and objectives aligned to the organisations overall strategy?

• How is the team structured?• What are the systems that the team has to

use in order to carry out its function?• How effective are those systems?• What are the systems and processes that

the team has to audit?


UPPER RIGHT - BEHAVIOUR

• Are the individuals in the team clear about their personal accountabilities?

• Do they all have the capability to perform and deliver on those accountabilities

• Do they have the appropriate level of authority to deliver on those accountabilities

• How are the individuals measured?• Does each individual understand how they interact

internally with each other?• Does each individual have the skills to influence the

organisation?


LOWER LEFT - CULTURE

• How would you describe the team dynamic?

• What are the common values that bind the team together?

• How does the team relate to other teams in the organisation?

• Are there any relationships that need to be addressed?


UPPER LEFT- INTENTIONAL

• How would you describe the attitudes of each of the individuals in you team? (and your own)

• What are the personal values of those team members and are they aligned to the team and organisational values? ( what about you?)

• What motivates each of your team members? ( again what about you?)

• What is the personal worldview or perspective that influences how each of your team members behave ?

(consider your own perspective)

Integral Team Outcomes

• Individuals that can deploy a higher capacity to manage complexity, navigate change, and master uncertain environments within a team

PERSONAL MASTERY• Individuals who are clear

about what they are accountable for, know their level of authority, with the capability to discern and deploy the right skills and behaviours for specific situations

CAPABILITY MASTERY

• An open and transparent culture and dynamic that enables the team to communicate effectively, co-creating positive business outcomes in alignment with organisational strategy

CULTURAL MASTERY

• Flexible and responsive team structures and systems that enable the successful deployment of organisational strategy

STRATEGIC MASTERY


21ST CENTURY ORGANISATIONAL DEVELOPMENT

ALIGNING ORGANISATIONS, CULTURE AND PEOPLE FOR STRATEGIC TRANSFORMATION

Questions and/or follow-up: [email protected]

cornerstoneintegral.com

building a high performance team using the integral framework

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