shine - success and humanity in the inspiring and innovative enterprise
TRANSCRIPT
Success and !Humanity in the !
Inspiring and! iNnovative !Enterprise!
™
Presentation Flow
• SHINE™ Overview
• SHINE™ The Model & The Elements
• SHINE™ The Foundation
• Feedback and Questions
shine!™!Lindsay Ruiz!
Artistry in Organizational Effectiveness!
shine!™!Lindsay Ruiz!
Overview!
Artistry in Organizational Effectiveness!
Artistry – “a superior skill that you can learn by study, practice, and observation.”
~www.thefreedictionary.com !!
SHINE™ Success and Humanity in the Inspiring and
iNnovative Enterprise
The Notion of Artistry
Artistry in The SHINE™ Model is the result of developing "a superior skill"
Artistry to achieve effectiveness permits to transcend the issues of boundaries in structures because it focuses on where is the energy rather than what to "fix," transforming events into momentum to innovate, and translating momentum into tangible results from the work (or development) that is being pursued
shine!™!Lindsay Ruiz!
Artistry in Organizational Effectiveness!
The Vision of SHINE™
Humanity, Success, Innovation, and Inspiration are all holistically taking into account when thinking about a strategy in order to drive positive results at any level, from individual to organization. SHINE™ envisions that, rather than looking at them as a consequence of each other
SHINE™ Success and Humanity in the Inspiring and
iNnovative Enterprise
shine!™!Lindsay Ruiz!
Artistry in Organizational Effectiveness!
A research, theory-based tool in applying artistry to organizational effectiveness
It focuses on inspiration at the core of strategies for innovation, advancement, and renewal in organizations
What is The SHINE™ Model?
™
The Elements of The SHINE™ Model
The Muse, The Land, The Palette, The Brilliance, and The Taste are seen as path connectors as well as an energy attractors that ignites the ability to perform and focus on achieving desired outcomes.
Yet it is a flexible approach to help design what an organization (or team, or individual) would want to achieve, and develop corresponding capabilities to do the work (or the superior skill) going beyond the standards of a framework.
SHINE™ Success and Humanity in the Inspiring and
iNnovative Enterprise
shine!™!Lindsay Ruiz!
Artistry in Organizational Effectiveness!
The Comfort with Cycles, No Frameworks
Developing "a superior skill" requires a constant work towards connecting and balancing the elements of SHINE™ whereas individuals and organizations:
- Find a meaningful purpose for development (The Muse)
- Develop awareness and congruence through understanding their impact onto to others (The Land)
- Focus on setting a system of support to ease development (The Palette)
- Make resources and experiences available to enable learnings (The Brilliance), and
- Refine how the creation of themselves is packaged to be brought back into the world (The Taste) –
- It all starts over again!
shine!™!Lindsay Ruiz!
Artistry in Organizational Effectiveness!
SHINE™ is seen as a path of cycles that enables individuals and organizations to attract the energy necessary to continue evolving and
becoming more and more skillful.
"Each of us has the opportunity to change and grow until
our very last breath. Happy creating.” !" ~M.F. RYAN !!
1. The Muse Inspirational Strategy
2. The Land Culture & Leadership
3. The Palette Conditions of Worth
4. The Brilliance A Learning Structure
5. The Taste A Branding Philosophy
Purpose Direction Resources
High-Performance
Momentum Sustainability Pride
People’s Talents
Awareness Congruence
Each element of the model is an “Energy Attractor” (Morgan, 2006)
As defined in the Gestalt approach and physics,
“Energy is the ability to do the work” (Nevis, 2005)
Main Principles of The SHINE Model
Strategic Focus:
Who
Source of Energy:
Inter-Connectivity
Concerned About:
The Organization, Department, Unit, Team, Stakeholders
Desired Outcomes:
Achieving Organizational Goals & Effectiveness
Element Zero: “The Canvas”!
Focus on the small changes that can make the largest impact
Strategic Focus:
Where
Source of Energy:
Purpose
Concerned About:
Inspiration
Desired Outcomes:
A Vision, Direction, Priorities, Roles & Resources
Organizational Potential:
Partnerships, Resilience, Sustainability, Competitive Advantage, Human and Social Capital, Citizenship
Element One: “The Muse”!
Inspiration at the core of organizational strategies results in innovation, advancement & renewal
Strategic Focus:
What
Source of Energy:
Values
Concerned About:
Culture & Leadership
Desired Outcomes:
Awareness & Congruence
Organizational Potential:
Empowerment, Commitment, Collaboration, Empathy, Trust, Consistency
Element Two: “The Land”!
Culture & Leadership emerge and evolve hand-in-hand enabling awareness and congruence in organizations
Strategic Focus:
Why
Source of Energy:
Psychological Safety
Concerned About:
Worth
Desired Outcomes:
People’s Talents
Organizational Potential:
Authentic Expression of Feelings and Attitudes, Trust in People’s Capacity to Solve Problems, Open Dialogue, Warmth, Freedom, Guidance, Encouragement
Element Three: “The Palette”!
Conditions of Worth for organizational members are fundamental for developing their talents
Strategic Focus:
How
Source of Energy:
Evolution
Concerned About:
The Learning Structure
Desired Outcomes:
High-Performance
Organizational Potential:
Validation of Assumptions, Transference of Knowledge, Risk Taking, Support Systems, Reward Systems, Transparency
Element Four: “The Brilliance”!
A structure for Learning empowers high-performing environments in organizations
Strategic Focus:
When
Source of Energy:
Renewal
Concerned About:
The Branding Philosophy
Desired Outcomes:
Momentum, Sustainability, Pride
Organizational Potential:
(See Next Slide)
Element Five: “The Taste”!
An ever-evolving Branding philosophy produces momentum, sustainability & organizational pride
Organizational Potential: Corporate Brand: Who does the organization want to attract? What behaviors are members more likely to reflect?
Leadership Brand: Presence, Communications, Resilience, Will, Ethics
Team Brand: Collaboration and Healthy Competition
Product/Service Brand: Quality, Innovation, Customer Loyalty and Satisfaction
Environmental Brand: Social Capital, Citizenship, Competitors
Element Five: “The Taste”!
(Cont.)
shine!©!Lindsay Ruiz!
The !Foundation!
Artistry in Organizational Effectiveness!
"Enthusiasm is the yeast that makes your hopes shine to the stars. Enthusiasm is the sparkle in your eyes, the swing
in your gait. The grip of your hand, the irresistible surge of will and energy to execute your ideas."
~Henry Ford!
Complexity Science (Morgan, 2006): openness to facilitate processes of self-organization; learning the art of managing in changing contexts, using small changes to create large effects (Butterfly Effect), and living with continuous transformation and emergent order as a natural state of affair.
Open Systems (Katz and Khan, 1978): “systems are cycles of events” - the term events explains the nature of an organization’s structure and boundary. These events provide identity and the chain of events (social structures) between and among people, establish boundaries.
Non-Directive Leadership (Carl Rogers): helping to establish self-direction through congruence, unconditional positive regard, active listening, and empathetic understanding.
Intellectual Capital (Stewart, 1997; Moore & Craig, 2004): A Branding Philosophy results from recognizing The Brand as the ultimate intellectual capital asset and “as an end-in-itself for any and every successful enterprise, undertaking, or corporate entity.”
Main Theories Supporting The SHINE© Model Highlights
Psychological Safety (Karen Horney): Five basic characteristics define a safe environment: warmth, freedom, guidance, encouragement, and healthy friction.
Learning Organizations (Senge, 1990): The five disciplines represent approaches for developing three core learning capabilities: fostering aspiration, developing reflective conversation, and understanding complexity.
Culture and Leadership (Shein, 2004): “Culture is the result of a complex group learning process only partially influenced by leader behavior. But if the group’s survival is threatened because elements of its culture have become maladapted, it is ultimately the function of leadership at all levels of the organization to recognize and do something about this situation.”
Transcendental Leadership (Gardiner, 2006): Transcendent Leaders point to “an emphasis on interdependent to one on wholeness” transcending their Self into compassionate being and action. Transcendent leadership refers to an evolution of consciousness and the ability to “lead from consciousness of wholeness.”
Main Theories (Cont.)
