Download - Conclusion:
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
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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
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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?