Conclusion:

Integration and the Road to Mastery

1Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition

Conclusion: Integration and the Road to Mastery

Collaborate

Create

Compete

Control

2

Agenda

• Integration and behavioral complexity– The negative zone– Your summary evaluation matrix

• How master managers see the world– using systems thinking– using paradoxical thinking

• The leveraging power of lift• The never-ending road to mastery

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Conclusion: Integration and the Road to Mastery

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The Negative Zone – Too Much of a Good Thing

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Conclusion: Integration and the Road to Mastery

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Leader CVF Positive and Negative Zones

Decisive, Directive, Provides structure

Task oriented, Initiates action

Unaware

Unskilled

Unpolished

Dependable, Reliable,

Maintains structure

Technical expert,Well prepared, Collects information

Politically astute, Acquires resources

Creative, Clever, Envisions change

Process oriented, Facilitates interaction

Caring, Sympathetic, Shows consideration

Skeptical, Cynical, Stifles progress

Unimaginative, Tedious, Neglects possibilities

Overly democratic, Too participative, Slows production

Soft hearted, Permissive, Abdicates authority

The Rigid Bureaucrat

ApathyIndifference

BelligerenceHostility

The Permissive Pushover

Unrealistic, Impractical, Wastes energy

Opportunistic, Overly aspiring, Disrupts continuity

Overachieving,Individualistic,Destroys cohesion

Unreceptive, Unfeeling,Offends individuals The Oppressive

Egotist

The Impractical Dreamer

Rigi

dity

Chaos

COLLABORATE

CONTROL

CREATE

COMPETE

NEGATIVE ZONE

POSITIVE ZONE

NEGATIVE ZONE

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Organizational-Level CVF Positive and Negative Zones

Direction,Goal Clarity,Planning

Productivity,Accomplish-ment, Impact

Unclear Values Counteractive Values

Stability,Control,Continuity

InformationManagement,Documentation

External Sup-port, Resource Acquisition, Growth

Innovation,Adaptation,Change

Participation,Openness,Discussion

Commitment, Morale, Human Development

HabitualPerpetuation,IronboundTradition

ProceduralSterility,TrivialRigor

InappropriateParticipation,UnproductiveDiscussion

ExtremePermissiveness, Uncontrolled Individualism

The Frozen Bureaucracy

ApathyIndifference

BelligerenceHostility

The Irresponsible Country Club

PrematureResponsiveness,DisastrousExperimentation

Political Expediency, Unprincipled Opportunism

Perpetual Exertion, Human Exhaustion

Undiscerning Regulation, Blind Dogma The Oppressive

Sweat Shop

The Tumultuous Anarchy

Rigi

dity

Chaos

COLLABORATE

CONTROL

CREATE

COMPETE

NEGATIVE ZONE

NEGATIVE ZONE

POSITIVE ZONE

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Conclusion: Integration and the Road to Mastery

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Summary Evaluation Matrix

COLLABORATE CREATE

CONTROL COMPETE

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Conclusion: Integration and the Road to Mastery

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Behavioral Complexity and Performance

Cognitive Complexity

Behavioral ComplexityBehavioral

Repertoire

8

Seeing Like a Master Manager:Systems Thinking

• Can you see only parts, or do you see the whole?

• Can you see how A’s impact on B may eventually come back to impact A?

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Conclusion: Integration and the Road to Mastery

A

BC

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Seeing Like a Master Manager:Paradoxical Thinking

Faster

Better

Cheaper

Innovative

Better

Cheaper

Innovative

FamiliarQuinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition

Conclusion: Integration and the Road to Mastery

ANDAND

ANDAND

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Are you imprisoned by your comfort zone?

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Conclusion: Integration and the Road to Mastery

The Leveraging Power of LiftKey Psychological States

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Conclusion: Integration and the Road to Mastery 11

Other-Focused

Externally Open

Purpose CenteredInternally Directed

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Conclusion: Integration and the Road to Mastery

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The Never-ending Road to Mastery

• Don’t forget to look for (and eliminate) your own excuses for resisting changing!

Learn about yourself

Develop a change strategy

Implement the change strategy

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Conclusion: Integration and the Road to Mastery

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Steps to Mastery

Novice

Advanced Beginner

Competent

ProficientExpert

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Conclusion: Integration and the Road to Mastery

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Steps to Mastery

Expertise: Adapt to constant change, and intuitively act upon different situations

Proficiency: Calculation and analysis seem to disappear – you unconsciously “read” situations

Competence: Develop your own rules-of-thumb and engage in calculated risks

Advanced beginner: Apply the rules to real world experiences and discover certain basic patterns

Novice: Learn facts and rules

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Conclusion: Integration and the Road to Mastery

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Final ReflectionsHow can you…

• build on your strengths and still stay out of the negative zone?

• see the big picture without losing track of the details?

• accept ideas from others ideas while still living your personal values?

• lift people up, instead of bringing them down?