20120830 hub thriving companies - cubrix.uk

Spectrum for organisa1on development and performance improvement -‐ www.cubrix.nl

The Cubrix Integral framework for organisa1on development and performance improvement

Marcel van Marrewijk

29 August 2012

Hub Amsterdam

STEWARDING ORGANIZATIONS TO BECOME TOP FIT AND BEAUTIFUL

How do we best play our part in the development of thriving organizations?”


AGENDA •  Thriving Organiza@ons

•  My queeste for an integral framework •  Complexity

•  Phasewise development and contexts

•  A sound concept for CS & CSR •  Basic concepts:

•  Spiral Dynamics (SD)

•  AQAL – Wilber •  Global Excellence Model (GEM)

•  The Cubrix

•  Applica@ons based on the Cubrix: •  Sustainability

•  Change management

•  Project management


Happiness pyramid

Sense making

Satisfaction

Pleasure

Support others (building together)

Do whats fits you (dreams and passions)

Apply your core qualities

Accept, and appreciate what is (being)

It starts with happiness.. It will provoke the rest!


CREATING SUSTAINABLE PERFORMANCE HBR: GRETCHEN SPREITZER AND CHRISTINE PORATH

What makes for sustainable individual and organiza@onal performance?

People who fit this description demonstrated: •  16% better overall performance •  125% less burnout •  32% more commitment to the organization •  46% more job satisfaction than their peers.

Employees who are thriving - not just satisfied and productive, but also engaged in creating the future.


THRIVING PERFORMANCE HBR: GRETCHEN SPREITZER AND CHRISTINE PORATH

Four mechanisms create the conditions for thriving: 1.  providing decision-making discretion 2.  sharing information about the organization and its

strategy 3.  minimizing incivility (lack of good manners) 4.  offering performance feedback.

Thriving has two components: •  vitality, or the sense of being alive and excited, and •  learning, or the growth that comes from gaining knowledge and skills.

Helping people grow and remain energized at work is valiant on its own merits—but it can also boost performance in a sustainable way.


BPR-‐Toolbox The BPR-‐Toolbox is a secured online environment that supports employees in

enhancing their engagement, produc1vity and resilience/ vitality with respect to (lifestyle) risics in their workplace.

BPR-‐Toolbox integrates insights+advice+support

"   BPR-‐Scan measures your actual situa@on and percep@ons science inside (quality of hi-‐end survey – compacter)

"   Personal Advice Report BPR reveals the most important outcomes and generates your top 5

performance improvements

"   Products and services Supports you with selected products (oZen free or sharply priced) that fits your characteris@cs

Personal zone of influence

"   You decide yourself what you want to do and what products and services you what to apply..

BPR-‐Toolbox

•  Exployees •  Organisa@ons •  Professionals •  Scien@sts •  Arbo-‐ services


Complexity & chaos

Inclusivity complexity

Development Grades of freedom

Stacey Graves Goldra_

A problem is a conflict between two necessary condi@ons

CHAOS


A Management Dilemma

Source: Goldratt


Life time expanctancy CO2 production World population Computing power


THE WORLD WILL NOT EVOLVE PAST ITS CURRENT STATE,

BY USING THE SAME THINKING THAT CREATED THE SITUATION.

ALBERT EINSTEIN


The driving forces of evoluSon

Agency Communion

Sublimation

Degeneration


“The two principles allow each entity, individual or group to act according to its awareness, capabilities and best understanding of its situation, provided it does not conflict with current regulations or interfere with the freedom of others to act in obtaining a similar objective.

“Freedom stops when it interferes with the freedom of others” (Levinas)

Principles of Agency & Communion


FILOSOPHICAL BASIS

Holon = whole/part Holarchies:

Atom Molecule Cel Complex cel ..... Reptile brain Cortex Neocortex

Selfsufficiancy Feodal Colonial Mercantile Klassic Capitalistic Social-market Interdependent

Sensation Perception Impuls Emotion Symbol Concept Rule

Archaic Magic Mythic Rational Centauric

Transcend & include

Spectrum for organisa1on development and performance improvement -‐ www.cubrix.nl 15

fysiosfeer

biosfeer

noosfeer

Theosfeer


4 dimensions of reality (AQAL)

Individual

Collective

Inside Outside I It

We Its

Process Behaviour

System Policy, role model

Culture Verstehen, common values

Intention Values, consiousness, competences, drivers

Source: Wilber, Woodsmall

The New Professional


Individual

Collec@ve

Inside Outside

I It

We Its

Behaviour

System Cultural

Inten@on


DefiniSon of sustainability and responsibility (SD & CSR) Corporate Sustainability •  growth and development of the organisation •  expression of competences, ambitions and potentiality (Agency)

 Enablers (GEM)

Corporate Responsibility •  accountable for the impact on the environment •  responsive towards the environment •  responsible for the growth and development of the society (Communion)

Result areas (GEM)


Global Excellence Model (GEM, variaSon on INK/EFQM+)

Leader- ship

Resources

Communication & Decisionmaking

Proces- ses

Learning & Innovation

People Mgmt

Strategy Good Entre-‐preneurship

Good Ci@zenship

Good Employership

Enablers Result areas

Stakeholders People Planet Profit


PARADIGMS of CHANGE

Autority paradigm

Paradigm of control

Paradigm of connectedness Inclusivity complexity



Authority paradigm

Paradigm of control

Paradigm of connectedness


Clare Graves (1914 – 1986))


Aspects of organisaSon types

GEM Development paths

4. Leadership 5.  Strategy 6.  People management 7. Communication and decisionmaking 8.  Learning and innovation 9.  Resource management 10. Process management

Other aspects:

1.  People 2.  Culture 3.  Structure

11. Sustainable entrepreneurship 12. Responsible entrepreneurship 13. Expectations towards governments 14. Examples 15. Failures


Context:

Core value:

Structure:

Scope:

Interventions:

Learning & Innovation

Clan organisatie

A frightening, mysterious world

Security

Small social entities; bonding order (tribes)

We are but a small and modest part of the world - given to us by the Gods, the natural spirits and our ancestors - and should be left intact.

Story-telling, boosting pride; creating new story lines securing identity and meaning, new rituals.

Rituals and story-telling represent the relevant knowledge


Context: Limitless challenges; scares resources, life's a jungle; negative-sum game Core values: Exploitation, conquering, domination Structure: Strictly hierarchical, supporting the 'top dog' Drive: The world is there to conquer, or at least control or safeguard its scares and vital resources. Interventions: Rule, directive assignments, force, seduction, temptation, bribing, blackmailing and negotiate when powers are equal. Learning & innovation: Copying, mimicking, follow the role models, perseverance

Power organisation


Bureaucratic organisation

Context: Ordered relationships requiring legitimization in order to ensure stability and security for the future. Core values: Belief (in (higher) authorities Structure: Strictly hierarchical; according rules and procedures; machine bureaucracy Drive: Rules and contracts secure control and stability Interventions: Plan oriented; fragmentation and reduction of complexity; phase wise, step by step; controlled environment; cascading tasks and budgets; monitoring and applying new rules Learning & Innovations: Reproduction, meeting standards; certification; product innovations


Context and values relates CS & CSR

BureaucraSc organisaSon: Compliance-‐driven

Corporate Sustainability (CS) Corporate Responsibility (CR)

Providing welfare to society, within the limits of regula@ons from the righbul authori@es. In addi@on, organiza@ons might respond to charity and stewardship considera@ons. CS is perceived as a duty and obliga@on, or correct behaviour.

Trust me.

Apart from lawful authori@es such as inspec@ons, chambers of commerce and tax, organisa@ons decide what informa@on will be send to whom.


Effective organisations

Context: Many viable alternatives for progress, prosperity and material gain since change is the nature of things Core values: Achieving; applying best practices Structure: Active hierarchies, with division structures or matrix organisations Interventions: Targets; bonuses; diagnoses and problem solving; negotiation; incremental improvements Learning & Innovations: Process innovations; product differentiation; investing in personal development; corporate academies


EffecSve organisaSon: profit-‐driven Corporate Sustainability (CS) Corporate Responsibility (CR) Integra@on of social, ethical and ecological aspects into business opera@ons and decision-‐making, provided it contributes to the financial bo_om line. The mo@va@on for CS is a business case: financial results can be due to e.g. improved reputa@on, stakeholder loyalty, an@-‐waste programmes.

Tell me.

Publically accountable for performance, especially when their willingness to do so contributes to their status and reputa@on. Unfortunately, green washing and other cheap communi-‐ca@on methods are applied in order to create a world of make-‐belief.



Context: The gap between people and their (material) possibilities has become disproportionately large Core values: Belonging, idealism, care, solidarity, empathy Scope The world is one village Structure: Flat or reverse structures Interventions Co-makership; building trust; stakeholder engagement; appreciative inquiry; providing feedback; Learning & Innovation Personal and professional development; learning organisations focused at common ambitions; social innovations.

Professional organisation


Professional organizaSon: care-‐driven and engaged Corporate Sustainability (CS) Corporate Responsibility (CR)

Balancing economic, social and ecological concerns, which are all three important in themselves. CS ini@a@ves go beyond legal compliance and beyond profit considera@ons. The mo@va@on for CS is that human poten@al, social responsibility and care for the planet are as such important.

Show me.

Organisa@ons are accountable for their impact on the society and their environment. Through dialogues with stakeholders or otherwise their representa@ves.



Network organisation Context Complex problems that cannot be solved within the current systems as awareness of broad interconnections grows. Core values Insight, understanding, sustainability, long-term orientation, Structure: Meshworks; pragmatic, interactive entities that cope with complexity, uncertainty, and paradoxes; temporary coalitions; transparency. Drive: Self organisation; alignment of personal and collective objectives Interventions: Removing barriers; connecting with all stakeholders; focusing at added values in the entire chain; creating disruptive breakthroughs


Meshwork or network organisaSon: together-‐win Corporate Sustainability (CS) Corporate Responsible (CR)

The search for well-‐balanced, func@onal solu@ons crea@ng value in the economic, social and ecological realms of corporate performance, in a synergis@c, win-‐together approach with all relevant stakeholders. CS is recognised as being the inevitable direc@on progress takes.

Engagement with the society at large, beyond the interests of the stakeholders.

It provides a source of informa@on that brings vital understanding on societal dynamics, providing new impulses for sustainable development.



Fluid organisation Context: The consequences of human activities are threatening our living systems. Core values: Linkage with your (living) environment; focus on the quality of the ecosystem Structure: The borders of organisations are permeable; virtual

Drive: Living out inner peace and unity with the whole. Interventions: Focus on sustainable value creation, unconditionally. Learning & innovation Inner world and outer world are contineously balanced, which will boost and deapen awareness and grounding capacities..


Fluid organisaSon: holisSc Corporate Sustainability (CS) Corporate Responsibility (CR)

Fully integrated and embedd-‐ed in every aspect of the organiza@on, aimed at contribu@ng to the quality and con@nua@on of life of every being and en@ty, now and in the future. The mo@va@on for CS is that sustainability is the only alterna@ve since all beings and phenomena are mutually interdependent.

Each person or organiza@on has a universal responsibility towards all other beings.



Structure of the Cubrix

Development phases

Development Paths

(Enablers)

Organisation……development......performance

R A E R S E U A L S T


Holism Synergy

Community Success

Order Power

Security

The Cubrix


ApplicaSons based on the Cubrix: •  Organization matrix •  Seven types of organization •  Four types of project management •  Four ambitions for change


Synergy

Community

Success

Order

Power-energy

Spiritual leader: Vulnerable, leading the mission; inspiring

Emergent Leader: visionary, communicative, challenging, long term orientation

Servant Leader: supportive, caring, personal growth, forgiving, coaching, emphatic

Entrepreneur: courage, rewarding, result oriented, accountability

Manager: facilitator, purposeful, monitoring, planning & control

Boss: authoritarian, decisive, competitive, corrective

Founder: role model, mediator, story teller, Pater Familias

Holism

Security

Valuebased leadership


The seven types of organisaSon




Improve

Vitalise Op:mise Re-‐orient Transform

PLAN

IMPROVE

CHECK

DO


AmbaSon for change (1)

Vitalise

Rejuvenate the fundaments of an organisa@on, turning unhealthy states into healthy ones. As these quali@es are part of our collec@ve repertoire, suppor@ng our current value system, revitalisa@on is rela@vely simple and oZen very effec@ve.


(Re)vitalise Community

Success

Order

Power

Strengthening the bonding, securing safety and con@nuity; revitalizing common iden@ty; cul@vate pride.

Security

Organise decisionmaking and legimity; supor@ng a figure head; ignite passion and willpower, support can-‐do mentality. bevorderen

Keeping promises, respec@ng agreements; evaluate rules and procedures according their effec@veness; adequate administra@on and repor@ng; clear guidelines; efficiency

Usefull and effec@ve; contribute to the profitability orbranding

Consensus in the process of decisionmaking; equality; engagement with all relevant stakeholders; harmony; empathy; solidarity; care


AmbiSon for change (2)

OpSmise

Crea@ng op@mal performance, while remaining in the same value system; geing out the most of current ins@tu@ons; perfect implementa@on of best prac@ces.


ReorientaSon

Focusing at (systemic) bo_lenecks and changing strategic priori@es and goals; flexible responses to changing situa@ons (not beings contexts), while applying the ways of working accustomed to the dominant value system.



Transform

When new challenges can no longer be matched by the complexity of the current value system, new ways of working must emerge in order to generate adequate responses. It implies new paradigm shiZs in all disciplines within an organisa@on. Inclusive pa_erns must shiZ from dominance to suppor@ng the emerging ins@tu@ons matching the new complexi@es.





α β δ

new α

γ

Transform

•  alfa phase; status quo •  bèta phase / agony •  gamma trap / chaos •  delta wave / integra@on phase •  new alfa phase / new status quo


Meshwork •  Formulating an ambition and creating a network Consensus

•  aligning common goals

Project management

Feasibility •  Development of an effec@ve approach Trajectory:

•  Lineair •  target oriënteert •  phasewise implementa@on Increasing complexity

Change of working methods


CONTACT Marcel van Marrewijk email: [email protected] gsm: 06 8 1953 777

profiel: h_p://www.mindz.com/profiles/Marcel_van_Marrewijk

Plaza: www.cubrix.nl

App: Cubrix (I-‐tunes)

Postbus 11294

3004 EG Ro_erdam

Bronnen: •  Cubrix, zicht op organisa@eontwikkeling en Performanceverbetering (M. Van Marrewijk) •  Spiral Dynamics (Beck & Cowan )

20120830 hub thriving companies - cubrix.uk

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