the university of notre dame leading integral change at the naval surface warfare center, corona
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The University of Notre Dame Leading Integral Change at the Naval Surface Warfare Center, Corona April 24, 2008. 3 Needs of a Leader at the Defining Moment. Accelerate Change. Accelerate Change. Integral Quadrants. Individual Exterior (objective). Individual Interior (subjective). - PowerPoint PPT PresentationTRANSCRIPT
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The University of Notre Dame
Leading Integral Change
at the
Naval Surface Warfare Center, Corona
April 24, 2008
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3 Needs of a Leader at the Defining Moment
Accelerate Change
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Accelerate ChangeIntegral Quadrants
Systems:GovernanceBusiness SystemsTechnology
Individual Exterior(objective)
Collective Exterior(interobjective)
Individual Interior
(subjective)
Collective Interior
(intersubjective)
Culture:Unspoken norms
Understood protocol
Behavior:Observable actionsLanguage
Consciousness:Values
MotivationsIQ/EQ
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Accelerate ChangeI, We, It
Individual Exterior(objective)
Collective Exterior(interobjective)
Individual Interior
(subjective)
Collective Interior
(intersubjective)
I
We It
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Accelerate ChangeI, We, It
I
We It
Leader’s Personal Engagement
Organizational Culture
Systemic Solutions
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Accelerate ChangeI, We, It
I
We
ItEngagement
Culture
Solutions
Lenses
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Accelerate ChangeI, We, It
IWeIt
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3 Needs of a Leader at the Defining Moment
Make Reality a Key Driver
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Make Reality a Key Driver
“We’ve got a business of 1,000 highly technical people, predominantly engineers and scientists, plus another 1,000 contractors. No one with a business degree, and I’m running a business of $200 Million.”
– John Fishell, Technical Operations Manager
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Make Reality a Key Driver
# of People
AgeTenure67
2737
47
57
10
4030
20
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3 Needs of a Leader at the Defining Moment
Get Clear on Your Preferred Future
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Get Clear on Your Preferred Future
• Identify Emergent Leaders• Enable them to Plan their
Own Careers• Understand their
Developmental Needs and Provide Support
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Think and Act in Real Time
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Think and Act in Real Time
Live 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 future happens faster.
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Think and Act in Real Time
I
We It
Leader’s Personal Engagement
Organizational Culture
Systemic Solutions
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Think and Act in Real Time
Create Systems to Support ChangeWorkgroup Projects
Individual Exterior(objective)
Collective Exterior(interobjective)
Individual Interior
(subjective)
Collective Interior
(intersubjective)
Engage Organizational Culture and Foster Organizational Learning
Large Scale EventWorkgroup Team Composition
Provide Forum forPracticing and Modeling New Leadership BehaviorsLarge Scale EventWorkgroup Report-outs
Develop Leaders andFoster Engagement
Executive CoachingWorkgroup Learning
Large Scale Event
I, We, It: All Quadrants Simultaneously
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3 Needs of a Leader at the Defining Moment
Engage and Include
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Engage and Include
Clear direction with limited inclusion and broad-based participation can both be engaging. Keep asking, “Who are the key stakeholders and how can we engage them?” to build commitment and ensure you get the right answers for your organization.
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Engage and Include
High Potentials
Executives
All Leaders
CompetencyWorkgroup
Career PlanningGroup
Training Systems Group
Succession Planning Group
Leadership Structure Team
WELDLarge Scale
Event
Strategy DesignTeam
Who are the Key Stakeholders and How Can We Engage Them?
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Engage and Include
Clear direction with limited inclusion and broad-based participation.High
PotentialsExecutiv
esAll
LeadersCompetencyWorkgroup
Career PlanningGroup
Training Systems Group
Succession Planning Group
Leadership Structure Team
Large Scale Event
Strategy DesignTeam
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3 Needs of a Leader at the Defining Moment
Create Community
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Create Community
Ensure people feel allegiance to their respective part of the organization and allegiance to the larger whole. When these dual alliances exist, people collaborate as part of something larger than themselves that they created and believe in.
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Create Community
High Potentials
CompetencyWorkgroup
Career PlanningGroup
Training Systems Group
Succession Planning Group
Leadership Structure Team
Max-Mix
Each workgroup represents a microcosm of the entire organization with cross-functional and multi-level participation. Having “the system in the room” nurtures awareness and integration of I, We, It.
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Build Understanding
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Build Understanding
Share information that needs to be common throughout the organization. When people understand the big picture and how their work is related, it leads to aligned action.
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Build Understanding
Action ActionReflection Reflection
A Roadmap of Organizational Learning.
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Build Understanding
Building the Bridge as You Walk on It.
I We I WeItIt It
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Build Understanding
Understanding the Big Picture and How their Work is Related.
Large Scale Event
All Leaders Max-Mix
180-230 leaders in the room, at tables of 6-8. Each table a microcosm of the entire organization with cross-functional and multi-level participation. Each table able to integrate I, We, It.
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3 Needs of a Leader at the Defining Moment
It
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It
What We’ve Accomplished
•Comprehensive Agreement on Leadership Competencies and Technical Knowledge, Skills, and Abilities (KSAs)
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It
The Corona Competency Model
Leadership
ProfessionalismPersonal Integrity/EthicsEmployee Respect & ValueAccountabilityResults Oriented
LeadershipVisionary LeadershipAdaptiveMission ClarityAdvocate & Champion
Strategic PlanningVision/Strategic Direction
WorkforceWorkforce CommitmentHuman Resource Management
CustomersCustomer Driven ExcellenceBalancing Customer & Sponsor Requirements
CommunicationCommunicationBuilding Coalitions
Business ManagementBusiness & FinanceBusiness EthicBusiness KnowledgeBusiness DevelopmentFinancial Viability’
Process ManagementContinuous Improvement
Supervision & Management
SupervisionBasic SupervisionCommunicationMentoringWork EnvironmentTeam BuildingComplianceEEO & Diversity
BusinessBusiness DevelopmentBusiness ProcessesVision
CustomerCustomer FocusCredibilityAdvocacy
TechnicalTechnical ExpertiseProject ManagementProblem Solving
Unique Technical
FTMSPAPEQARACMD
Command Wide
Project ManagementBasic Project ManagementResource ManagementRisk ManagementTime ManagementProcurement
Analytical ThinkingGeneral Computing
Office ToolsPolicy & Procedures
GeneralTravelTrainingTimekeeping
AcquisitionDAWIASystem Acquisition
Continuous ImprovementContinuous LearningProcess Improvement
General Knowledge NavyIT/KM
Legend
Top tier: (Leadership, Supervision & Management, Command Wide, Unique Technical) Competency Area
Blue Level: Sub-CompetencyBlack Bulleted Level: Competency
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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
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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 Essential Technical Knowledge, Skills, and Abilities
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It
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WE
• Changes in Organizational Culture Including Decentralization of Leadership as Evidenced by Approach to Launching Strategic Goals Teams– Considerable Participation– Formation of Max-mix Teams
What We’ve Accomplished
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I
• The Process Itself is Leadership Development
What We’ve Accomplished
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3 Needs of a Leader at the Defining Moment
Questions
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Attribution
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 leadership development.
Robert Jacobs’ six principles of Real-time Strategic Change form the colored slides 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 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.
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Presenters
In the future:
Bruce Galloway may be reached at [email protected]
Karl Johnson may be reached at [email protected]