Sheffield Hallam University 1 `. 2 EFQM Excellence Model ® Processes Customer Results Society...

1 Sheffield Hallam University

`

UnderstandingPartnerships

Mike PupiusDirector of Organisational ExcellenceSheffield Hallam UniversityChair, EFQM Education Community ofPractice


EFQM Excellence Model ®

Processes CustomerResults

Society Results

Policy &Strategy

People

LeadershipKey

PerformanceResults

PeopleResults

Partnerships & ResourcesPartnerships & Resources

Enablers Results

Innovation and Learning

The EFQM Excellence Model is a Registered Trademark


Fundamental Concepts

Results Orientation

Customer Focus

Leadership &Constancy of Purpose

Management by Processes and Facts

People Development &Involvement

Continuous Learning,Improvement & Innovation

Partnership Development Public Responsibility


What’s Your Definition of Partnerships?


A Preferred Definition

“Partnership - a developing relationship which has to be worked on”

John Carlisle + R.C. Parker 1989

Beyond Negotiation


Partnership Development

An organisation works more effectively when it has mutually beneficial relationships,

built on trust, sharing of knowledge and integration,

with its Partners.

EFQM


Leadership & Constancy of Purpose

The behaviour of an organisation’sleaders creates a clarity of purpose

within the organisation and an environment in which the organisation

and its people can excel.

EFQM


Management by Processes and Facts

Organisations perform more effectively whenall inter-related activities are understood

and systematically managed, and decisions concerning current operations and planned

improvements are made using reliable informationthat includes stakeholder perceptions.

EFQM


Process Working

From Hierarchy.................. to........................ Process Working


The Prisoner’s Dilemma


The Prisoner’s Dilemma

Version: Professor Gavin Kennedy

Two prisoners, Slug and Gripper, are under arrest on suspicion of having committed a major crime.They are in separate cells and cannot communicate with each other. The authorities do not have enough evidence to convict them of the crime for which they were arrested. Instead the prosecutor speaks to each of them separately and offers them a deal:

“If you confess to the crime and turn state’s evidence, you will go free and your former associate will receive a 10-year sentence. If you do not confess but your associate does, then he will go free and you will receive a 10-year sentence. If you both confess, you will receive 5 years each. If neither of you confesses, you will each be charged with a misdemeanour and receive a 1-year sentence”


The Dilemma Game


Red Attitudes

• Be aggressively competitive and non-cooperative

• Dominate your opponents• Seek always to win• All deals are one-offs• Use ploys and tricks e.g. in negotiation• Bluff and coerce• Exploit the submissive

Professor Gavin Kennedy


Blue Attitudes

• Be cooperative - even with aggressive partners

• Show respect to all partners

• Seek to succeed

• All deals lead to others

• Eschew manipulation

• Be open and play it straightProfessor Gavin Kennedy


What are some examples of Red and Blue behaviour in our organisation?


Making a paradigm shift to relationship building


UnevenRelationship

NegotiatedRelationship

CooperativeRelationship

HierarchicalThinking

ProcessThinking

Copyright John Carlisle

The Relationship Journey

Coercive(Win/Lose)

ComplacentInitial

Adversarial(Defensive)

Positional(Old

Policies)

JointInterests

(Involvement)

JointContinuous

Improvement(Win/win)


UnevenRelationship



HierarchicalStatusPowerFunctionalismWin/loseUs/themCompetitiveExclusiveCommand/controlIndependenceLow moralePoor behaviour towards othersNIH, NIMBYCustomer dissatisfied

HolisticHolonicEmpoweredCross-process workingWin/winPartnershipCooperationInclusiveInvolvingSupportiveInterdependenceHigh moraleRespect for allGood practice sharingCustomer delighted



Coercive(Win/Lose)

ComplacentInitial

Adversarial(Defensive)

Positional(Old

Policies)

JointInterests

(Involvement)

JointContinuous

Improvement(Win/win)

UnevenRelationship



HierarchicalThinking

ProcessThinking

Crisisof

Trust

Crisisof

Purpose

Crisis ofInter-

dependence

Copyright John Carlisle



Hierarchical Thinking

• Relies on power and authority

• Influence is vertical

• Senior management have all the wisdom and understanding

• Middle management acts as a conduit and often is unable to add value

• Insufficient focus on the customer


Process Thinking

• Do need some hierarchy!• But not the only way to manage• Organisation seen as a system designed to

deliver as effectively as possible• Recognising importance of interdependence• Customer is paramount• Achieved through cooperation• And informed communication - up, down and

sideways by influencing rather than dictating


So it’s about leadership and behaviour


Leadership &Partnership Principles

Shared culture

SharedEffort

Shared vision &

goals

Shared Learning

Shared Information

KPIs/ Measures

Values

Knowledge/Communication

Leadership style

Source: Institute of Management


Initiating and Sustaining Cooperation

“ Surprisingly, there is a single property which distinguishes the relatively high-scoring entries from the low scoring entries.

This is the property of being nice…never being the first to defect.”

“ Mutual cooperation can emerge in a world of egoists with a cluster of individuals who can rely on reciprocity”

Professor Robert Axelrod


The Relationship Perspective

• Realisation that there needs to be a shift from the traditional partnership approach based on the “exchange” perspective, to cooperation through a “relationship” perspective

• For internal and external partnerships


Exchange vs Relationship

Process

Value distribution

Outcome

Value creation

Exchange Perspective

Relationship Perspective

Relationship:

Cooperation to create value for customer and supplier

Exchange:

Exchange of value (in goods or services) for money

Reference: Grönroos 2001


Value Creation

• Value becomes created not by the products or services, but from the value-creating processes

• Focus should be on developing processes and relationships rather than products and services

• Need to consider how to create real ‘value’• From customer/supplier relationship

management to customer/supplier value management


Initiating and

sustainingcooperation

Developingtrust in the relationship

Understandingthe needsof others

Developing Constructive Relationships

Win/win or walk away

Unconditionallyconstructive

Communicate

John Carlisle Stephen Covey

Be proactivePut first things firstBegin with the end in mind

Synergise Seek first to understand,then be understood

Think win/win

Sheffield Hallam University 1 `. 2 EFQM Excellence Model ® Processes Customer Results Society...

Documents

Transcript of Sheffield Hallam University 1 `. 2 EFQM Excellence Model ® Processes Customer Results Society...