human synergistics the integrated model why it works…

Insert Title Insert Sub-titleHuman Synergistics The Integrated Model
Why it works…
HS Strategy
Mission & Purpose Key Account Management Future Transformational Organisations Brand
Specifics How we plan/can support the AP community PD events Digital Marketing Product Development
HS Consulting We do not wish to compete with any APE for work Currently 18% and has only been at 20% once in past 5 years
©2015 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D 4
PD Calendar
Human Synergistics Australia d +61 (0)2 9271 5900 | e [email protected]
w www.human-synergistics.com.au ©2015 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D
Melbourne Events
Hobart Events
Adelaide Events
April 21st 2016 LI / MI Forum
May 10th & 11th 2016 LSI Debriefing Practice & The Value of Self
August 5th 2016 OCI/OEI Forum - Set up, Test and Debriefing
September 9th 2016 Integrated Model
September 21st 2016 HS Conference
October 4th 2016 Integrated Model, LSI De-Briefing Practice, OCI/OEI, GSI Forum, LI/MI
Event Descriptions
July 20th & 21st 2016 Integrated Model, LSI De-Briefing Practice, OCI/OEI, GSI
Forum, LI/MI
August 9th 2016 The Value of Self
June 16th & 17th 2016 Integrated Model, LSI De-Briefing Practice, OCI/OEI, GSI
Forum, LI/MI
June 17th 2016 The Value of Self
L/I & M/I Forum – we will take you through the LI & MI tools in summary, where they fit into the integrated approach to individual effectiveness and how to best introduce the tool and outcomes to your clients & organisation.
Integrated Model – The Integrated Model will show you the approach to individual development, leadership & management effectiveness, team development and organisational & customer performance.
OCO/OEI Forum – We will take you through the OCI/OEI tools in summary & how we can assist your client to monitor their journey of cultural change & see actual improvement.
HS Conference – Melbourne 2016 Conference (stay turned for potentially a whole new format)
GSI Forum – Discuss the value of a team based development tool using a serious of simulations to drive team outcomes and how it fits into the integrated model of performance for your clients & organisations.
LSI De-Briefing Practice – An opportunity to revisit & refresh Life Styles Inventory 1 & 2 debriefing practices for those who are feeling a bit rusty.
The Value of Self –A Life Styles Inventory 1 Intensive
Integrated Model
What We Achieve:
Managerial Effectiveness ++ 0 0
Quality of Interpersonal Relations ++ + --
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Responding to Client Needs
The core Human Synergistics function is to provide our clients with a means to achieving sustainable business performance. Combining our suite of diagnostics with industry knowledge and insights we develop a number of delivery models to help improve individuals, groups, and organisations.
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Simulations
Q&A
Life Styles Inventory™ (LSI)
Why use the Life Styles Inventory™ (LSI)?
13
UTILITY COMPANY; 5000+ EMPLOYEES Client A
The bar chart above represents the difference between Satisfaction scores for the Top 10% Self-Description (LSI 1) and the Bottom 10% Self-Description
(LSI 1). The Top and Bottom groups are based on those participants with the Most Constructive circumplex (profile on the left) and the Least Constructive
circumplex (profile on the right).
The Satisfaction scores are broken down to ‘Work’ – how people feel about the job and career; ‘Relationships’ – how people feel about the people they work
with; and ‘Life’ – their own perception of their personal wellbeing.
The dark lines in the chart indicate the mean score for the total group (N=106).
MOST CONSTRUCTIVE 10% LEAST CONSTRUCTIVE 10%
Individual Performance Summary How I see myself
Work Relationships Wellbeing
The table above illustrates the Cause and Effect system as measured by the LSI. This data is based on the participants' own rating of themselves (LSI 1).
The 1st Quartile group (Least Constructive) represents the least Constructive 25% of the total group (N=106), and their Effectiveness score is 4.74 out of 7.
As the quartiles move from least Constructive to most Constructive (left to right), the Effectiveness score improves. The difference between the top and
bottom group is 24%.
4th Quartile Most Constructive2nd Quartile
CAUSE (Thinking / Behaviour Styles)
Individual Performance Summary How I see myself
The bar chart above illustrates the difference in Satisfaction measures between the Top 10% (blue column) and the Bottom 10% (red/green column) as
measured through the LSI Self-Description.
The black ‘X’ represents how the average Leader/Manager from the norming group (N=14,000) rates their level of satisfaction.
Individual Performance Summary How I see myself “How engaged are my top 10% & bottom 10% relative to the norming group”
The table above illustrates the Cause and Effect system as measured by the LSI. This data is based on the participants' being described by their raters (LSI
2).
The 1st Quartile group (Least Constructive) represents the least Constructive 25% of the total group (N=106), and their Effectiveness score is 4.9 out of 7. As
the quartiles move from least Constructive to most Constructive (left to right), the Effectiveness score improves. The difference between the top and bottom
group is 26.7%.
4.90 6.03 6.215.68
4th Quartile Most Constructive2nd Quartile
CAUSE (Thinking / Behaviour Styles)
‘1’ Ineffective - ‘7’ Effective)
Individual Performance Summary How others see me
The bar charts above represent how the Most Constructive 10% and Least Constructive 10% were rated by Others (LSI 2) in terms of Task Effectiveness,
the Quality of Working Relationships and Overall Effectiveness.
The dark lines indicate the mean score for the total group (N=106).
MOST CONSTRUCTIVE 10% LEAST CONSTRUCTIVE 10%
* A lower score is more desirable.
The bar charts above represent the difference in ‘Stress’ (a lower score is more desirable), ‘Readiness for Promotion’ and ‘Interest in Self-Improvement’ as
described by others (LSI 2) for the Most Constructive 10% and Least Constructive 10%. Note that for ‘Stress’, the respondents to the LSI 2 have rated the
Least Constructive group as being more stressed as a lower score is more desirable.
The dark line indicates the mean score for the LSI 2 norming group (N=14,000).
GROUP STYLES INVENTORY™ (GSI)
Introduction
21
The Group Styles Inventory™ (GSI) is designed to facilitate team building and improve group processes through identifying group styles. Certain styles are productive, leading to high quality decisions where members are strongly committed. Other styles are counterproductive, leading to solutions of poor quality with limited group acceptance.
The Group Styles Inventory™ (GSI) measures the groups climate, behaviour, and impact, then identifies behaviours for the group to build or strengthen in order to better achieve synergy.
What is the Group Styles Inventory™ (GSI) Analyse any situation where members interact to solve problems or make decisions.
The Group Styles Inventory™ (GSI) will… • Provide a ‘safe’ way to talk about behaviours within the team • Illustrate the impact behaviours have on group performance • Create a platform to improvement planning for enhanced performance • Produce reliable data to use as a base for evaluation and change • Improve an individuals ability to work as part of a team • Allows group members to clearly identify what is helping and hindering the
team in its efforts
Why the Group Styles Inventory™ (GSI) Identify the groups actual commitment level and uncover any “elephants in the room”.
Our Approach: An effective solution is one of high quality that is accepted by a groups members.
Rational Skills & Processes • Analysing the Situation
• Setting Objectives
• Marginal solution quality limited by those who take control
• Impersonal/tense group process • Mixed acceptance and limited
commitment
Passive/Defensive
• Dominated by the group • Less than optimal solutions • Lack of creative thinking and
individual initiative • Feeling of constraint • Low level of satisfaction with
solutions generated
levels • View group processes as a way
of increasing effectiveness
• Group undertakes a simulation, or real-life business item to work through as a team.
• Paper-based completion of Group Styles Inventory™ (GSI) diagnostic by all participants to ascertain the climate, behaviour, and impact of the groups styles.
• The Group Styles Inventory™ (GSI) is interpreted, analysed, and debriefed through group discussion.
• Action plan developed identifying behaviours for the group to build on or strengthen.
How:
Actions Moving Forward
• Complete GSI
• Circumplex Introduction
you in? • Trust: how will you trust
others? • Values: what will we
hold true? What measurable behaviours do we want to see?
• Charter • Metrics
• How will we track our performance as a team?
Factors & Outcomes related to Group Styles:
Member Characteristics Age
Education Organisational Level
Individual Thinking Styles
Background with Members Size
Team Outcomes Team Effectiveness Time Effectiveness
Commitment to Group
Group Consensus
Synergy Perceived Synergy Objective Synergy
Group OutcomesGroup Styles
Less Effective Groups
• Saw the Group decision as superior to that developed by any one individual • Reached a consensus decision that they personally feel committed to. • Showed genuine concern for people’s doubts and reservations. • Pursed solutions with flexibility and spontaneity. • Explicitly focused on identifying a goal and establishing an action plan to obtain it. • Treated disagreements as motivation for better solutions.
• Were apprehensive committing to solutions regardless of the quality. • Felt there was an atmosphere of conflict and disagreement. • Dominate those who are less assertive and refuse to comprise on their ideas • Seemed more interested in “winning the point” than achieving the objective. • Were caught up in minor details, making them frustrated and stressed.. • Saw the groups objective as secondary to maintaining a non-confrontational,
interpersonal climate.
Leadership Impact® (L/I) and
The Leadership-Culture Connection Leaders through their actions impact on the culture and performance of their organisation
Leadership Culture Performance
How we approach our leadership responsibilities impacts how others believe they should behave (culture) and this determines our effectiveness in the leadership role.
31
What is Leadership Impact® (L/I) & Management Impact (M/I)™?
Leaders and Managers, through their actions and behaviour, determine the culture of their teams.
Leadership/Impact® and Management/Impact™ are the only valid and reliable diagnostic tools that makes a direct link between leadership/management actions and behaviours. These tools also identify the connection between the leaders/managers productivity and effectiveness.
Leadership Impact (L/I) and Management/Impact™(M/I) are academically supported, research based diagnostic tools developed specifically for leaders and managers to provide them 360o
feedback in relation to their effectiveness, impact on others (how you as a leader/manager cause others to behave) and the strategies/approaches employed that create that impact.
32
Leaders Influence Culture & Performance (L/I Data)
33
Impact on Productivity
+20% Empowers Others
in People
Prescriptive approaches guide &
direct activities & behaviours
Restrictive approaches constrain & prohibit
activities & behaviours
What Leaders do How Leaders do them How it impacts others Impact on performance by leaders with a prescriptive approach
©2015 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D
Leaders Influence Culture & Performance (M/I Data)
34
“Leadership involves defining an overall agenda (vision and strategies) and inspiring others to achieve it. Management involves implementing strategies and turning visions into accomplishments by motivating, organizing, and guiding the efforts of other people.”
Janet L. Szumal, Ph.D. and Robert A. Cooke, Ph.D. Management/Impact™ Feedback Report
Leadership or Management…
Why Leadership Impact® (L/I) and Management Impact™?
Leadership Impact® (L/I) and Management Impact™ will provide the leader: • An understanding of their overall effectiveness as measured by others. • Insight into the ideal impact they want to have and the actual impact they have on others. • Knowledge of what others see them doing that determines both the impact that they have
and their effectiveness. • A clear plan of action to enhance and / or sustain their effectiveness.
37
Prescriptive and facilitating outcomes provide a bridge for the leader between intentions and performance.
Leadership Strategies / Management Approaches
Thinking Leads to Impact
1 2 3 4 5 6 7
1 2 3 4 5 6 7
1 2 3 4 5 6 7
1 2 3 4 5 6 7
1 2 3 4 5 6 7
1 2 3 4 5 6 7
A traditional, day-to- day, manager
A visionary, future- oriented, leader
Reduces others' productivity
Enhances others' productivity
Emphasises short- term performance
Emphasises long- term effectiveness
toward goals, opportunities and methods
Restrictive Leadership Strategies
others with respect to goals,
opportunities and methods
Creating a Setting
Leadership/Impact® (L/I) Strategies
41 Research and development by: Robert A. Cooke, Ph.D. & J. Clayton Lafferty, Ph.D.Copyright © 2011 by Human Synergistics International. All rights reserved.
L/I Impact on Others
Leadership Strategies Impact on
Leadership Effectiveness
Satisfaction Vs. Security Needs
“To what extent does this leader motivate people to …”
“Self Promoting” • Look good • Keep tight control • Be forceful • Play politics • Compete rather than
cooperate • Reactive
“Self Enhancing” • Strives for the best • Be confident • Act with integrity • Cooperate • Enjoy their work • Innovate • Be Proactive • Problem solve • Take appropriate
risk
to refer decisions up • Blindly comply • Inhibit ideas and
creativity • Please others • Conform • Be Inactive
43
Australian “Knowing Doing” Gap
Top 10% N = 5526
Leadership Strategies
Envisioning Holding, communicating and sharing a sense of direction and Vision.
Role Modeling The ways in which the leader shapes others behaviour through their own behaviour.
Mentoring The leader’s approach to developing their subordinates.
Stimulating Thinking The leader’s ability to promote critical thinking in the problem solving process.
Referring What stories the leaders share with employees in transmitting information about “how things get done around here.”
47
Monitoring
The way leaders stay in touch, track and monitor the efforts and achievements of their employees.
Providing Feedback
The way in which leaders provide feedback about what their team members do well and what they do that requires corrections.
Reinforcing
The methods the leaders uses to promote the types of behaviours they want to see in their employees.
Influencing
The ways in which leaders influence their team members.
Creating a Setting The type of environment a leader creates, the tone. The culture of the team. The way they deal with conflict, mistakes, wins with their team members, peers and higher level managers.
S e l f O t h e r s
P r e s c r i p t i v e
R es
tr ic
tiv e
Never
4
3
2
1
0
4
3
2
1
0
R e s t r i c t i v e Always
Response Options
0 Never
1 Rarely
2 Sometimes
3 Often
4 Always
Referring
Pr es
cr ip
tiv e
50
Prescriptive Responses by:
4.0 2.4 1.6
encouraging people to challenge assumptions and look at things in new ways
2.0 2.1 -0.1
2.0 2.0 0.0
Self Others Self- Others*
Vertical 1.0 1.9 -0.9
emphasizing sequential (linear) thinking and the need to justify each step
0.0 1.4 -1.4
1.0 2.1 -1.1
2.0 2.1 -0.1
4
3
2
1
0
4
3
2
1
0
Vertical
*A positive discrepancy indicates that you overestimated the frequency with which you exhibit the behavior being measured. A negative discrepancy indicates that you underestimated the frequency of the behavior. KEY: 0 = Never, 4 = Always;
HLM = Higher-Level Manager, DR = Direct Report NR = No Response
51
Creating a Setting: Move away from Constraining and toward Facilitating
SELF-ACTUALIZING Stimulating Thinking: Move away from Vertical and toward Lateral
HUMANISTIC/ ENCOURAGING
AFFILIATIVE Influencing: Move away from Unilateral and toward Reciprocal
Decreasing Your Passive/Defensive Impact APPROVAL Stimulating Thinking: Move away from Vertical and toward Lateral
Role Modeling: Move away from Circumscribing and toward Exemplifying
CONVENTIONAL Creating a Setting: Move away from Constraining and toward Facilitating
Stimulating Thinking: Move away from Vertical and toward Lateral
DEPENDENT Influencing: Move away from Unilateral and toward Reciprocal
Monitoring: Move away from Managing by Exception and toward Excellence
AVOIDANCE Monitoring: Move away from Managing by Exception and toward Excellence
Role Modeling: Move toward Exemplifying
Decreasing Your Aggressive/Defensive Impact OPPOSITIONAL Influencing: Move away from Unilateral and toward Reciprocal
Providing Feedback: Move away from Negative and toward Positive
POWER Influencing: Move away from Unilateral and toward Reciprocal
Referring: Move away from Negative and toward Positive Referents
COMPETITIVE Monitoring: Move away from Managing by Exception and toward Excellence
Mentoring: Move away from Passive and toward Active
PERFECTIONISTIC Influencing: Move away from Unilateral and toward Reciprocal
Reinforcing: Move away from Punishing and toward Reward
Linking Style to Strategies
Increasing Your Constructive Impact
SELF-ACTUALIZING
HUMANISTIC/ ENCOURAGING
AFFILIATIVE
Decreasing Your Passive/Defensive Impact
CONVENTIONAL
Stimulating Thinking: Move away from Vertical and toward Lateral
DEPENDENT
AVOIDANCE
Role Modeling: Move toward Exemplifying
Decreasing Your Aggressive/Defensive Impact
Providing Feedback: Move away from Negative and toward Positive
POWER
Referring: Move away from Negative and toward Positive Referents
COMPETITIVE
Mentoring: Move away from Passive and toward Active
PERFECTIONISTIC
52
Copyright© 2009 by Human Synergistics International. Research and development by R.A.Cooke, Ph.D. and J.Clayton Lafferty, Ph.D.
M/I Model
Management Effectiveness
How would
Management Effectiveness
Managing Problems Managing Communications Managing Emotions
Managing Results Managing Rewards
Managing Resources Managing Learning
Hindering and restrictive
Empowering and supportive
Yield consistently good results
Management Approaches
Approaches Results by Subgroup
How M/I Can Identify Misalignments and Limitations with Respect to Effectiveness
Ideal Culture (OCI) Sr. Leadership Ideal Impact (L/I)
Sr. Leadership Current Impact (L/I)
Middle Management Ideal Impact (M/I)
Middle Management Current Impact (M/I)
Team Managers’ Personal Styles (LSI)
60
How Do We Know M/I Works?
Most Facilitating Managers (top 15%)
Least Facilitating Managers (bottom 15%)
Why Culture Matters Performance Outcomes
1
2
3
4
5
Individual Level Outcomes Most vs Least Constructive
Most Constructive Least Constructive
+26% +32% +19% -26%
62
1
2
3
4
5
Group Level Outcomes Most vs Least Constructive
63
1
2
3
4
5
Organisational Level Outcomes Most vs Least Constructive
64
Firms of Endearment Performance of Firms of Endearment companies versus the S&P 500, 1996 to 2011
30 organisations the researchers deemed to have a ‘humanistic culture’…..”Firms of endearment.”
65
Firms of Endearment
66
Performance of Firms of Endearment companies versus the S&P 500, 1996 to 2011
Source: Firms of Endearment: How World Class Companies Profit from Passion and Purpose. Sisodia, R. Sheth, J. Wolfe, D. 2007 Prentice Hall, NJ. Conscious Capital. Mackey, J., Sisoda, R. 2013 HBR Press Mass
0
200
400
600
800
1000
1200
1400
1600
1800
5
10
15
20
25
% R
x 3.7
x 10.5
x 8.3
Yarra Valley Water Results
2001; N = 291 2003; N = 348 2005; N = 336 2009; N = 427 2011; N = 533 2013; N = 511
5 fold increase in Return to Shareholder (A$000s)38% reduction in bursts and leaks per 100km water main Significant decrease in staff turnover
67
Lion Results 60% increase in Return on Capital Employed (ROCE)tripling in share price (A$) Performance Comparison: Lion Nathan vs. ASX
1998; N = 311 2000; N = 291 2002; N = 348 2006; N = 427 2008; N = 533 2010; N = 5112004; N = 336
Note * 2008 ROCE Figure is 13.1% adjusted for the impact of Boags acquisition
Fosters Group
Organisational Culture Inventory® (OCI) &
Organisational Effectiveness Inventory™ (OEI)
How Culture Works
Culture is not just another word for climate or employee engagement. It goes right to the very core of how an organisation functions. Because of this factors like engagement or teamwork are outcomes of culture.
71
Culture
Engagement
here
Culture is the shared values, norms and expectations that help employees make decisions about how they should behave to fit in and succeed (in some cases survive)
Individual Outcomes Positive Indices
1. Role clarity 2. Motivation 3. Satisfaction 4. Intention to stay
Negative Indices 5. Role conflict 6. Job insecurity 7. Stress
Group Outcomes 8. Intra-unit teamwork and co-operation 9. Inter-unit co-ordination 10. Departmental-level quality
Organisational Outcomes 11. Organisational-level quality 12. External adaptability
Outcomes: Categories and ScalesThe Organisational Effectiveness Inventory™ (OEI) Outcome Items
73
Response Options: 1 Not at all 2 To a slight extent 3 To a moderate extent 4 To a great extent 5 To a very great extent
Mission and Philosophy 1. Articulation of mission 2. Customer service focus
Structures 3. Total influence 4. Distribution of influence 5. Empowerment 6. Employee involvement
Skills/Qualities Communication
Supervisory/Managerial Leadership 26. Interaction facilitation (people-oriented) 27. Task facilitation (task-oriented) 28. Goal emphasis (task-oriented) 29. Consideration (people-oriented)
Supervisory/Managerial Sources of Power 30. Personal bases of power (positive) 31. Organisational bases of power (neutral to negative)
Systems
Human Resource Management 7. Selection and placement 8. Training and development 9. Respect for members
Appraisal and Reinforcement 10. Fairness of appraisals 11. Use of rewards 12. Use of punishment
Goal Setting 13. Goal clarity 14. Goal challenge 15. Participative goal setting 16. Goal acceptance
Technology 17. Autonomy 18. Skill variety 19. Feedback (from the job) 20. Task identity 21. Significance 22. Interdependence*(This covers 101 items which come from the OEI)
The Organisational Effectiveness Inventory™ (OEI) Causal Factors Categories*
74
Ideal & Actual Cultures
Ideal 28,340 people said that this
is how they ideally would like to be ‘expected to behave’
• Humanistic-Encouraging: people are supported and developed to be successful
• Self-Actualising: people express their uniqueness, creativity and embrace change
• Achievement: people set realistic but challenging goals and believe their personal effort makes a difference
• Affiliative: people are friendly and cooperative
• Oppositional: oppose new ideas and change, be on the offensive
• Avoidance: avoid responsibility and blame others for mistakes
• Conventional: maintain the status quo and the “way things have always been done around here”
• Competitive: compete with each other in the a “win lose” framework, play politics
Actual 459,730 people said that
this was how they are ‘expected to behave’
Culture Culture is not just another word for climate or employee engagement. It goes right to the very core of how an organisation functions.
76
Culture
Engagement
here
Culture
77
Culture
Engagement
How we perform around here
What is expected around here
What is Climate?
Culture Engagement
Cause or Effect Cause Effect
What it Measures Culture measures tell
you how people believe they are expected to
behave
Engagement measures tell you how people feel about what is currently
happening.
How its Questioned To what extent are you required to think ahead
& plan?
Comparing Culture and Climate
Engagement is: • above the surface • an outcome • a symptom of culture • the way people feel
Culture is: • below the surface • The cause of outcomes at an
individual, group, and organisational level
• The norms, values and beliefs of how we are expected to behave
Culture and Engagement
Climate/ Satisfaction/ Engagement Initiatives
What is Pulse?
So – Culture, Climate, Pulse
Human Synergistics May 2016 Conference
Building a Culture for Innovation
Why Innovate - New thinking for a new world
Creating a Culture for Innovation
© 2015 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D
Business Done Better
“Right now your company has 21st century, internet-enabled business processes, mid 20th century management processes, all built atop 19th century management principles.” Hamel, G., & Breen, B. (2007). The Future of Management. Boston, MA. Harvard Business School Press.
Goal Application Principle
Ensure congruence top to bottom Cascading objectives Goal Alignment
Maintain control Pyramid of authority Hierarchy
Conformance to plans Track and correct deviations from plan Planning & Control
Motivate effort and ensure compliance
Financial rewards for achieving outcomes Extrinsic Rewards
From: Hamel, G., & Breen, B. (2007). The Future of Management. Boston, MA. Harvard Business School Press.
Principles of Management
Standardization Specialization Goal Alignment Hierarchy Planning & Control Extrinsic Rewards
Principles of Management Fundamentals of (Positive) Motivation
My effort can make a difference I do something meaningful I am learning something new I am supported by those around me I enjoy what I do I feel appreciated for what I do
And sociologically we have shifted from an emphasis on obedience and approval of authority to one of realization of potential
Those principles of management are now 100 years old!
Employment expectations of the incoming workforce:
1. Opportunities for personal growth and challenging work 2. The desire for equality and for power to influence management decisions 3. Social significance of the firm 4. Intrinsic rewards (pride of workmanship) and the dignity and impact of the work 5. “Now” orientation towards improved career status 6. Balance between emotional and rational aspects of work and life-style 7. A preference for cooperative rather than competitive relations.
Actually this was written by Dr J. Clayton Lafferty of Human Synergistics in 1978, when the ‘baby-boomers’ were entering the workforce. So the generation now in charge had the same expectations as those coming in now! But somehow we lost it and continued to reinforce what our predecessors had – and that’s how culture actually works!
Sound like Gen Y or Gen Z?
2015 Conference on Culture & Leadership
Organisational requirements for innovation
Organisational requirements for Innovation to happen
Organisational Requirement Impact
1. Organisational culture A culture that makes innovation able to happen
External adaptability Ability to adapt to pressures & changes in external environment
2. Mission & vision A sense of meaning and importance to what people do
3. Organisational structure Structures that allow people to have influence and involvement
4. Human resources practices Selection and training that supports flexibility and ambiguity
5. Reinforcement systems Reward for ‘risk taking’ and how the organisation handles mistakes
6. Job design Autonomy, variety and identity at the individual job level
7. Communication Effective communication up and down the organisation in order to facilitate learning
8. Leadership Leadership that increases the sense of power in people
9. Teamwork Collective effort
11. Motivation Committed people, wiliness to try
11. Motivation Committed people, wiliness to try
12. Satisfaction Emotional attachment with the organisation
1. Organisational culture A culture that reinforces the status quo
2. Mission & vision Staff are disconnected from the mission, values are seen as ‘not real’
3. Organisational structure Structures that create hierarchical and centralized influence
4. Human resources practices Selection and training that is subjective and not transparent
5. Reinforcement systems Little reward for effort, but mistakes are punished
6. Job design Specialization, standardization and compartmentalization in jobs
7. Communication Communication is filtered and is largely about facts and figures, not learnings
8. Leadership Leadership that is designed to control people
9. Teamwork Silos
11. Motivation Boring unchallenging, unfulfilling jobs
12. Satisfaction Disengaged
External adaptability Slow to respond and adapt to external pressures & changes V
Cause Effect Organisational Requirement
How we do things around here What’s expected around here How we’re doing here Impact of how we’re doing
Causal Factors Operating Culture Outcomes of Culture Innovative Behaviour
Work on these To influence this To make these happen And get this
Based on the ‘How Culture Works’ Model Research & development by Robert A. Cooke, Ph.D. Copyright © Human Synergistics International 1997
1. Organisational Culture
Organisational Mission
A sense of meaning and importance to what people do.
Organisational Mission
‘High Performing’ Benchmark (91% AU organisations below this)
Human Synergistics Circumplex by Robert A. Cooke Ph.D., and J. Clayton Lafferty Ph.D. Copyright© 1973-2015. All rights reserved. Used by permission.
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
Australian Average
Average Benchnark
High Performing
1.0
1.5
2.0
2.5
3.0
3.5
4.0
4.5
5.0
Outcomes of Culture
←
← ←
←
←
← ‘Average’ Benchmark
Work on this To influence this To make these happen And get this
Causal Factors Operating Culture Outcomes of Culture Innovative BehaviourReport Card
We’ve got to do more to provide a sense of meaning
for what our people do on a day-to-day
basis
Organisational Structures
Organisational Structures
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
←
← ←
←
←
‘Average’ Benchmark (61% AU organisations below this)
We’ve got to increase the
opportunities for our people to
influence what we do and how we do
it
Human Resource Practices
Human Resources Practices
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
1.0
1.5
2.0
2.5
3.0
3.5
4.0
4.5
5.0
←
← ←
←
←
We’ve still got more to do more to build
HR systems that maximise the
performance and development of
Reinforcement Systems
Reinforcement Systems
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
←
← ←
←
We’ve got to get better
reinforcement systems that rely more on positive appreciation and
less on compliance and punishment
Job Design
Job Design
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
Outcomes of Culture
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‘Average’ Benchmark (74% AU organisations below this) ‘High Performing’ Benchmark (91% AU organisations below this)
We’ve got to rethink how we
engage people with their jobs through
challenging our assumptions about
Communication
Communication
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
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We’ve got to rethink the way we communicate (up &
down) with our people – more
broad context and more
Leadership
Leadership
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
We need to ensure that management
and leadership at all levels from front- line supervisor to
the CEO understand their impact on
culture
2. Mission & vision A sense of meaning and importance to what people do 65% below the average
3. Organisational structure Structures that allow people to have influence and involvement 61% below the average
4. Human resources practices Selection and training that supports flexibility and ambiguity 53% below the average
5. Reinforcement systems Reward for ‘risk taking’ and how the organisation handles mistakes 63% below the average
6. Job design Autonomy, variety and identity at the individual job level 74% below the average
7. Communication Effective communication up and down the organisation in order to facilitate learning 55% below the average
8. Leadership Leadership that increases the sense of power in people 73% below the average
9. Teamwork Collective effort 45% below the average
10. Cross-functional coordination Coordinating what’s happening in different parts of the organisation 61% below the average
11. Motivation Committed people, wiliness to try 70% belowteh average
12. Satisfaction Emotional attachment with the organisation 48% below the average
External adaptability Ability to adapt to pressures & changes in external environment 62% below the average
Conclusions:
If we want business done better, we have to find ways to:
• Develop meaning for our people
• Create structures that allow people to be involved
• Build HR systems that challenge the status quo
• Move away from management by exception to management by excellence (rewards vs punishment)
• Design jobs so that they are inherently motivating
• Build communication systems that encourage sharing
• Develop our leaders – particularly our front line leaders to get the best out of people
• Create cultures that reinforce teamwork, cross functional coordination and are motivating to be part of.
Customer ServiceStyles™ Inventory (CSS)
What is the Customer ServiceStyles™ Inventory (CSS)?
Measuring customer service with customers and clients
The Customer ServiceStyles™ Inventory (CSS) is an organizational diagnostic tool designed to measure behaviours that customers and clients experience when interacting with the organization’s service providers.
It also measures important customer service outcomes of customer satisfaction, customer loyalty and customer advocacy – all of which are the result of how the customer experiences the organization.
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Customer Service Ratings
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To clearly illustrate the connection between behaviours and customer service we’ve isolated the Most Constructive customer service styles experienced and compared these with the Least Constructive.
Q&A
HS Strategy
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How M/I Can Identify Misalignments and Limitations with Respect to Effectiveness
How Do We Know M/I Works?
Why Culture MattersPerformance Outcomes
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Organisational Culture Inventory® (OCI) &Organisational Effectiveness Inventory™ (OEI)
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What is Climate?
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What is Pulse?
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Human Synergistics May 2016 ConferenceBuilding a Culture for Innovation
Why Innovate - New thinking for a new world
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human synergistics the integrated model why it works…

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