Integrating for Excellence EFQM Education Community of Practice

Integrating for Excellence EFQM Education Community of Practice University of Durham 4 -6 July 2004 MIKE PUPIUS Director Centre for Integral Excellence Sheffield Hallam University, UK © Centre for Integral Excellence Sheffield Hallam University www. shu. ac. uk/integralexcellence

Characteristics of successful organisations ( Barrett from Collins and Porras, de Geus, Fitz-Enz) • A strong, positive, values driven culture • A commitment to learning and self-renewal • Continual adaptation using internal and external feedback from environments • Strategic alliances with internal and external partners, customers and suppliers • A willingness to take risks and experiment • A balanced, values based approach to measuring performance that includes – Corporate survival (financial) – Corporate fitness (efficiency, effectiveness) – Collaboration with suppliers and customers – Continuous learning and self-development (evolution) – Organisational cohesion and employee fulfilment – Corporate contribution to the local community and society © Centre for Integral Excellence Sheffield Hallam University www. shu. ac. uk/integralexcellence

Core Values for Success • • • • Profit or income Effective communications and personal relationships Productivity Quality and results orientation Participation Learning and innovation Trust Openness Diversity and creativity Strategic alliances Customer and supplier collaboration Community and society contribution Vision © Centre for Integral Excellence Sheffield Hallam University www. shu. ac. uk/integralexcellence

Values Pyramid Organisation Values • Learning • Innovation Society Values • Ethics • Justice Organisation Personal Values • Integrity • Honesty Team/Community Team Values • Respect • Cooperation Personal © Centre for Integral Excellence Sheffield Hallam University www. shu. ac. uk/integralexcellence

Seven Levels of Personal Consciousness Social Responsibility Service 7 Making a difference 6 Internal Cohesion 5 Transformation 4 Self-esteem 3 Relationships 2 Harmonious Relationships Survival 1 Personal Security © Centre for Integral Excellence Sheffield Hallam University Service to humanity and the planet Community Involvement Making a difference in the local community Sense of Purpose Finding work that has meaning Self-Actualisation Adaptability, Self-knowledge, Personal Growth Self-Improvement Professional Growth, Being the Best Family, Friendship, Respect Physical Safety, Financial Stability www. shu. ac. uk/integralexcellence

Seven Levels of Team Consciousness Social Responsibility Service 7 Making a difference 6 Internal Cohesion 5 Transformation 4 Self-esteem 3 Relationships 2 Harmonious Relationships Survival 1 Funding © Centre for Integral Excellence Sheffield Hallam University Self-less Service Strategic Alliances Mentoring, Partnering, Personal Fulfillment Strong Team Spirit Shared Vision, Shared Values, Creativity Continuous Renewal Learning, Adaptability, Mutual Accountability Organisational Effectiveness Systems and Processes, Professional Growth Open Communication Facilities and Equipment www. shu. ac. uk/integralexcellence

Seven Levels of Organisational Consciousness Service 7 Making a difference 6 Internal Cohesion 5 Transformation 4 Self-esteem 3 Relationships 2 Survival 1 © Centre for Integral Excellence Sheffield Hallam University Social Responsibility Service to humanity and the planet Strategic Alliances Community Involvement, Employee Fulfillment Strong Cultural Identity Shared Vision, Shared Values, Creativity Continuous Renewal New Products and Services, Adaptability Organisational Effectiveness Productivity, Efficiency, Quality, Systems Harmonious Relationships Open Communication, Customer Satisfaction Financial Security Profit, Shareholder Value, Safety www. shu. ac. uk/integralexcellence

Integral Thinking (after Ken Wilber) Peak Performance Results Vision/Values Individual Alignment Mission Alignment Self Knowledge Strategy, Processes & Performance management Structural Alignment Collective Culture © Centre for Integral Excellence Sheffield Hallam University Common direction www. shu. ac. uk/integralexcellence

All Quadrant All Level Thinking (Wilber, Wood) Self knowledge • personal values • leadership style • attitudes • beliefs • commitment • competencies Meaning-making • shared values • shared vision • ethics/integrity • myths/legends • shared history • morale and energy © Centre for Integral Excellence Sheffield Hallam University Peak Performance • personal capabilities • decisions • performance • motivation • role Strategy and design • business strategy/design • organisational design • processes • policies & procedures • performance measures • managing information www. shu. ac. uk/integralexcellence

Achieving the balance by improving the whole organisation Understanding yourself Personal beliefs and values Self-learning and understanding Individual leadership styles Attitudes and individual motivations Commitment, drivers and influences Personal centring Positive thinking Caring and nurturing self and others Collective Culture Developing a shared vision, mission values and ethics Co-operation and partnerships Shared visionary leadership principles and actions People / team development and compassionate management Peak Performance Giving and receiving feedback (180/360°/IVA) Development of personal capabilities through appropriate training and development activities Personal management and feedback through objectives and appraisals Individual performance and reward Personal motivation of others Leading by example and role modelling Strategy, processes & Performance management Organisational effectiveness Team Dynamics Self knowledge Processes and process improvement Strategic planning Organisational design Policies & procedures Performance measurement Managing information / knowledge management Continuous improvement Team and organisational effectivenesswww. shu. ac. uk/integralexcellence © Centre for Integral Excellence Sheffield Hallam University

Integrating for Excellence – tools and techniques Understanding yourself Peak Performance Team Dynamics Personal communication tools 180/360° IVA Myers Briggs Meaning-making / Culture Strategy and design Enablers People IIP Leadership Policy & Strategy Organisational effectiveness Self knowledge Results IIP People Results Processes ISO BSC Customer Results 6 Sigma Society Results Partnerships & Resources Key Performance Results Innovation and Learning Team and organisational effectiveness © Centre for Integral Excellence Sheffield Hallam University www. shu. ac. uk/integralexcellence

We shall not cease from exploration And the end of all our exploring Will be to arrive where we started And know the place for the first time. T S Eliot, Four Quartets Vision without action is simply dreaming Action without vision is merely activity Vision with action - you can change the world © Centre for Integral Excellence Sheffield Hallam University Joel Barker www. shu. ac. uk/integralexcellence