d e v e l o p i n g t h e i n t e g r a l p e r s p e c t i v e leo burke (574) 631-7636,...

D E V E L O P I N G T H E I N T E G R A L

P E R S P E C T I V E

Leo Burke (574) 631-7636, [email protected]

DEVELOPING THE INTEGRAL PERSPECTIVE

E X E C U T I V E I N T E G R A L L E A D E R S H I P P R O G R A M

Guiding Questions

• What does it take to create exceptional, sustained value?

• What is the role of leadership in this process?

The Integral Approach to LeadershipWhat 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 theory provides a comprehensive map of organizational analysis and transformative leadership that is

Comprehensive

Balanced, and

Integrated.

I N T E G R A L A G E N D A

Somehow, integral leaders see things that others don’t.

In this session we will focus on three fundamental building blocks of integral theory:

Quadrants

Levels of Development

Lines of Development

I N T E G R A L A G E N D A

C A S E S T U D Y 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

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Q U A D R A N T S

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Personal Meaning

Systems and

Processes

Culture and

Shared Values

Individual Behavior

Copyright 2004 Integral InstituteUsed with permission

Q U A D R A N T S

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.

Example: Going on a Diet

A. Decision to dietB. Daily exerciseC. Attitudes of familyD. Grocery & health food storesE. Support group meetingsF. Health club wellness programG. Perceptions of co-workersH. Filling out a daily calorie

checklistI. Setting a target weightJ. Support group

encouragement


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Q U A D R A N T S


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Systems ThinkingEQTrait TheorySituational Leadership

Shared VisionMBO ReengineeringOrg Culture Mgt

Q U A D R A N T S

Trait Theory

Org Culture Mgt Reengineering

MBO

Shared Vision

Situational Leadership

EQ

Systems Thinking


…to create significant changes in

larger systems.


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…consistent with individual behavior...

An integral leader models clear personal commitment...

…while building a supporting culture…

Q U A D R A N T S

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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

Q U A D R A N T S


Quadrant analysis can be used to …

Diagnose issues

Develop change initiatives

Evaluate strategic options

at the …

Micro

Organizational, and

Macro levels.

Q U A D R A N T S


…to create significant changes in

larger systems.


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…consistent with individual behavior...

An integral leader models clear personal commitment...

…while building a supporting culture…

Q U A D R A N T S

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.


Individual development is not uni-dimensional.



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L I N E S

There are, in fact, multiple

lines of development

that run through all of

the quadrants.

The upper left is no

exception.


Interpersonal

Interpersonal

Cognitive

Cognitive

Values

Values

Emotional

Emotional

Moral

Moral

Physical

Physical

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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?”

L I N E S

What would it be like to have a boss with this profile?


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… with this profile?


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1. How would you rate yourself? 2. Where do you need to be?

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Lines allow us to appreciate the various components of an individual’s character, skills, and personality.

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Balancing lines is the most economical strategy for increasing effectiveness.

L I N E S

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In addition to quadrants and lines, there is one more

important piece to the puzzle.

Each quadrant proceeds through levels of development with mastery of increasing levels of complexity, differentiation & ability to integrate ambiguity into thought & action.

Level I

Level IV

Level III

Level II


L E V E L S

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 I

Level IV

Level III

Level II


L E V E L S

Mastering a level of development in one quadrant requires developing competency in the other quadrants to the

appropriate corresponding level.

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L E V E L S

…requires the ability to think in multiple dimensions.

A promotion from labor to first level management...

An example: a hypothetical career


L E V E L S

A promotion to department

manager is a more complex job...

…that demands an expanded cognitive capacity.



L E V E L S

Being the manager of an entire region is a more complex

set of tasks...

…and demands meta-systemic thinking, an integral cognitive capacity.



L E V E L S

The Higher

The Level,

The Higher

The Leverage


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L E V E L S

L E V E L S

When we combine Levels with well researched Lines, things get interesting…


L E V E L S

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.

ACTION LOGICS & VALUES

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” 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 OPPORTUNIST

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 Diplomat

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 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 EXPERT

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

THE ACHIVER

Developmental Distribution

Developmental Distribution of Action Logics

_____________________________________________

Opportunist 5%

Diplomat 12%

Expert 38%

Achiever 30%

Later action-logics 15%

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See Rooke & Torbert, Harvard Business Review, April 2005

POST CONVENTIONAL ACTION LOGI CS

Individualist

Interweaves competing personal andcompany action logics. Creates uniquestructures to resolve gaps between

strategy and performance. 10%

StrategistGenerates organizational and personaltransformations. Exercises the powerof mutual inquiry, vigilance, andvulnerability for both the short and

long term. 4%

Alchemist Generates social transformations. Integratesmaterial, spiritual, and societal

transformation. 1%

The Integral Leader is one who can understand and navigate quadrants, lines and levels, and is personally committed to

development.

…which demands personal

commitment…

Significant changes to

larger systems…

…and a supporting

culture.

…must be supported by

individual behavior…


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I N T E G R A L L E A D E R S H I P

C A S E S T U D Y R E S U L T S

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%

d e v e l o p i n g t h e i n t e g r a l p e r s p e c t i v e leo burke (574) 631-7636,...

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