innovating with attitude - university facilities financing...

LEADERS & VISIONARIES

Innovating with Attitude

Wendell Brase, University of California

The University Financing Foundation, Inc. Provider Number 50111227

Innovating with Attitude Course Number #AIACES2016M

Speaker Name: Wendell Brase Date: 6/9/2016

Credit(s) earned on completion of

this course will be reported to AIA

CES for AIA members.

Certificates of Completion for both

AIA members and non-AIA

members are available upon

request.

This course is registered with AIA

CES for continuing professional

education. As such, it does not

include content that may be

deemed or construed to be an

approval or endorsement by the

AIA of any material of construction

or any method or manner of

handling, using, distributing, or

dealing in any material or product. _______________________________________

____

Questions related to specific materials, methods,

and services will be addressed at the conclusion

of this presentation.

This presentation is protected by US and International Copyright laws.

Reproduction, distribution, display and use of the presentation without written

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© 2016 Regents of the University of California

Copyright Materials

Course

Description

Innovation requires technology, but the main factors are all attitudinal and behavioral. Why do some

organizations lead and others follow? Why do some successfully innovate and others have such

difficulty? Why do some innovate small showcase projects but soon stall out – never scaling up? Mr.

Brase will discuss UCI’s Sustainable Performance Improvement model and its role in driving six

crucial management qualities that have demonstrably boosted organizational performance at the 50-

year-old campus. The model earned UCI a USA TODAY Quality Cup Award in 1998.

Learning

Objectives

At the end of the this course, participants will be able to:

1. Learn how the University of California, Irvine utilized Sustainable

Performance Improvement to foster a culture of innovation.

2. Learn how to identify six management behaviors that lead to

organizational effectiveness.

3. Learn how to identify six behaviors that undermine organizational

effectiveness.

4. Learn how UCI’s Administrative and Business Services division measures

management behaviors and uses the feedback to improved

organizational performance.

Innovating with Attitude

Wendell Brase Vice Chancellor, Administrative & Business Services, University of California, Irvine

Co-Chair, University of California Global Climate Leadership Council

Why do some institutions reach a

plateau while others move forward?

• Technology?

• Money?

• Management?

• Attitudes and beliefs?

Two Decades of Energy Efficiency

50%

Two Decades of Energy Efficiency

10 Critical Path Steps

1. Get the organizational culture ready

2. Adopt a challenging goal

3. Understand true potential of “smart” buildings

4. Build team with technical and leadership skills

5. Prioritize “deep” energy efficiency projects (i.e., >50% savings)

6. Foster breakthrough thinking

7. Apply a simple project justification/approval process

8. Develop a scalable strategy

9. Pilot new concepts initially

10. Use “information layer” to verify and sustain performance


Attitudes and Beliefs Management Technology

Get the organizational culture

ready

Build a team with technical and

leadership skills

Use “information layer” to verify

and sustain performance

Adopt a challenging goal

Prioritize “deep” energy

efficiency projects (i.e., >50%

savings)

Understand true potential of

“smart” buildings

Apply a simple project

justification/approval process

Foster breakthrough thinking

Develop a scalable strategy

Pilot new concepts initially

Sustainable Performance

Improvement Tool

• Annual survey of management and teamwork behaviors

• Results used for learning and improvement

• Empirically validated

Leadership Qualities

And Behaviors

(6 behaviors, α = 0.94)

Effective Management

Behaviors


Workplace Respect Measures

(6 measures, α = 0.87)

Workplace Cooperation Measures


Effectiveness Measures


Management Detractors


r2 = 0.86

r2 = 0.66

r2 = 0.79

r2 = 0.74

r2 = 0.63

r = 0.79

Critical Path to

Exemplary Organizational Performance

Work group members

• share a common set of goals

• embrace consistent standards of effectiveness

• share common values of service, quality, and excellence

Work groups:

• are committed to meet the needs of customers

• continually improve practices, productivity, and effectiveness

• do not wait for complaints before tackling problems

• perceive themselves as efficient and productive

What makes an organization effective?

Workplace Cooperation

• Differences of opinion are resolved using facts

• Everyone shares responsibility for results

• Suggestions are valued even if initially “wrong”

• When problems surface, co-workers produce ideas that help solve the problem

• When faced with a setback, work groups experience fewer interpersonal problems

• Group members share expertise when facing a challenging task

• Leadership responsibilities are shared and frequently handed off

• Group members express little concern about whether tasks are divided “fairly”

• Problems with the way work groups function are faced and attended to

Workplace Respect

• People who seek better methods are respected

• Interpersonal conflicts are addressed and resolved

• People can criticize the way the group functions without penalty

• People accept each other’s strengths and weaknesses

• People can share problems without concern about “appearing stupid”

• Co-workers experience a climate of mutual respect

Effective Management Behaviors

Values New Ideas

Takes Action to Solve

Problems and Conflicts

Values Others’ Views

Communicates Expectations

Appreciates Differences

Among People

Principled


Values New Ideas

My supervisor …

1) rewards initiative

2) will try new, potentially better methods

3) treats new ideas with respect


Values Others’ Views

My supervisor …

4) involves subordinates in important decisions

5) takes time to listen and understand

6) provides feedback when subordinates share ideas


Appreciates

Differences

Among People

My supervisor …

7) recognizes that individuals’ needs and abilities differ

8) values the experiences and perspectives of people

from diverse backgrounds


Takes Action to Solve

Problems and Conflicts

My supervisor …

9) takes steps to improve bad relationships

10) takes action to resolve interpersonal conflicts

11) finds win/win solutions

12) learns from his/her mistakes

13) sorts essential from unimportant information


Communicates

Expectations

My supervisor …

14) communicates what he/she expects

to be accomplished

15) provides understandable

performance measurement data


Principled

My supervisor …

16) maintains consistency between words and actions

17) acts in ways that build respect in him/her

18) models the behavior he/she expects from others

19) recruits and promotes fairly regardless of race, gender,

sexual orientation, or age

Six Behaviors Guaranteed

to Undermine

Management Effectiveness

Loses his/her temper

under pressure

Makes some people look good

at others’ expense

Discourages bringing up problems

Favors “in” group

Waits until a problem

escalates before acting

Makes subordinates “feel stupid”

when they disagree

All Departments Summary

https://apps.adcom.uci.edu/expresso/abssurvey/SurveyReport.do?survey_id=201501&overall=Y&state=viewOverallReport

Individual Manager

Foster Breakthrough Thinking

A healthy organization is able to:

• Challenge status quo

• Question accepted limits

• Think comprehensively: re-engineer whole systems

• And is prepared to weather setbacks




ready


leadership skills






savings)








What is a feasible energy efficiency goal?

Facility Type Goal Actual

Laboratory building systems 50% 61%

Classroom and office buildings 50% 50% (pilot)

Data centers 50% TBD 2016

Housing/residence halls 40% 23%

Modular buildings 50% 56% (pilot)

Interior illumination 50% 60%

Parking lots and structures 50% 79%

Other exterior illumination 50% 60%

Central plant/energy infrastructure 15% 25% and rising




ready


leadership skills






savings)








Resources

• Sustainable Performance Improvement http://www.abs.uci.edu/resources/sustainable.html

• Survey of Management and Organizational Patterns

http://www.abs.uci.edu/resources/deptsurvey.html

• UCI Facilities Management Implementation Agreements

http://betterbuildingssolutioncenter.energy.gov/sites/default/files/tools/081710_FM_Interaction_Agreements.pdf

• Better Buildings Challenge Implementation Model http://betterbuildingssolutioncenter.energy.gov/implementation-models/empowering-managers-help-teams-meet-big-goals

http://www.abs.uci.edu/resources/sustainable.html

http://www.abs.uci.edu/resources/deptsurvey.html



http://betterbuildingssolutioncenter.energy.gov/implementation-models/empowering-managers-help-teams-meet-big-goals















This concludes The American Institute of Architects

Continuing Education Systems Course

The University Financing Foundation, Inc.

Provider # 50111227

404-214-9440

innovating with attitude - university facilities financing...

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