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BEHAVIOUR AS A DIAGNOSTIC TOOL IN PARTNERSHIPS Dr John Carlisle, Teacher of Adults, magister ludi...
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Transcript of BEHAVIOUR AS A DIAGNOSTIC TOOL IN PARTNERSHIPS Dr John Carlisle, Teacher of Adults, magister ludi...
BEHAVIOUR AS A DIAGNOSTIC TOOLIN PARTNERSHIPS
Dr John Carlisle, Teacher of Adults, magister ludiDr John Carlisle, Teacher of Adults, magister ludiAssociate: Centre for Integral ExcellenceAssociate: Centre for Integral Excellence
Sheffield Hallam UniversitySheffield Hallam University
EFQM EDUCATION COMMUNITY OF PRACTICE - Bergen
PRESENTATION FLOW
• THE NEED FOR CHANGE TO COOPERATION, i.e. our organisations are, at best, sub-optimised – and there are serious consequences: Performance, environment and morality
• THE CAUSES LIE IN THE WAY WE THINK AND BEHAVE
• THE SOLUTION IS TO CHANGE BOTH• EXAMPLES OF THE BEHAVIOURAL
CHANGES AND CONSEQUENCES
CAUSES OF THE FAILUREOur habits of thinking:Not understanding our organisations, i.e. thinking we are leading a university, when it is, first of all, an organisation (“der ding an sicht”) The king thought he was building a castle!
Copyright John Carlisle, 1997
““FREE TO THINK”FREE TO THINK”(TURNING KNOWLEDGE INTO INTELLECTUAL CAPITAL)
K
N
O
W
L
E
D
G
E
EF
FO
RT
EF
FO
RT
Intellectual Capital
Blaming and Defending
External Relationship Failure
Internal System and Relationship Failure
CompetitivePolicies
e.g. ranking, departments competing, bonuses
Feedback for Relationships and Systems Improvement
Trust-Building
CooperativePolicies
e.g. Teamworking, knowledge-sharing
Relationship Failures
Intellectual Capital
Main_Idea
FROM HIERARCHICAL THINKING (Dr W Edwards Deming)….
TRANSFORMATION
SUPPLIERS CUSTOMERS
FEEDBACK FROMCONSUMERS
REDESIGN
TO SYSTEM THINKING….
Main_Idea
FROM TRADITIONAL EDUCATION “MANAGING” - CONTROLCONTROL
LEARNER-CENTERED PEDAGOGY
PROVIDERS USERS
FEEDBACK – EXPLICIT NEEDS of USERS and ENVIRONMENT
DESIGN & REDESIGN
TO WORLD CLASS “ENABLING” – EFFECTIVE WHOLE
GOVERNANCE
PARADIGM SHIFTPARADIGM SHIFT
Managing the meta and Managing the meta and micro together:micro together:
CONSCIOUSNESSCONSCIOUSNESSandandCOMPETENCECOMPETENCE
CONSCIOUSNESS
COMPETENCE
ConsciousIncompetence
ConsciousCompetence
UnconsciousIncompetence
UnconsciousCompetence
Copyright John Carlisle Partnerships, 1997
CONSCIOUSNESS??
COMPETENCE
ConsciousIncompetence
ConsciousCompetence
UnconsciousIncompetence
UnconsciousCompetence
Copyright John Carlisle Partnerships, 1997
RAISING CONSCIOUSNESSRAISING CONSCIOUSNESS
• PERFORMANCE DATA: Grades, Growth, Profit
• MAKE VISIBLE: Challenge Policies, esp. incentives
Copyright John Carlisle, 1997
““FREE TO THINK”FREE TO THINK”(TURNING KNOWLEDGE INTO INTELLECTUAL CAPITAL)
K
N
O
W
L
E
D
G
E
EF
FO
RT
EF
FO
RT
Intellectual Capital
Blaming and Defending
External Relationship Failure
Internal System and Relationship Failure
CompetitivePolicies
e.g. ranking, departments competing, bonuses
Feedback for Relationships and Systems Improvement
Trust-Building
CooperativePolicies
e.g. Teamworking, knowledge-sharing
Relationship Failures
Intellectual Capital
CONSCIOUSNESS
COMPETENCE??
ConsciousIncompetence
ConsciousCompetence
UnconsciousIncompetence
UnconsciousCompetence
Copyright John Carlisle Partnerships, 1997
COMPETENCE (EI)COMPETENCE (EI)
• MAKE VISIBLE: Appropriate, Valid Models of Success
• BEHAVIOURAL PERFORMANCE DATA
• SKILL PRACTICE
• PDSA
COOPERATION: AN ORGANISATIONAL COMPETENCE EI
The Learning Disadvantage of Power and Control(client not learning; but always paying!)
“TELL”
“INCLUSIVE”
83% 69%
17%31%
CLIENTS CONTRACTORS
- Giving Information- Making Proposals
- Asking Questions- Building On Others’ Ideas
Source: Three major strategic alliances and project partnerships in Europe Relationship sample : 118 Senior Managers
GROUP BEHAVIOUR RATIOS
PRODUCTIVE MEETINGS
COMBINED MEETINGS
= Giving information
= Asking questions
= INITIATING
= REACTING
Copyright John Carlisle Partnerships, 1997
70%81
11%9%
72
48%
24%
13% 15%
CLARIFYING
10%
“NORMAL” MEETINGS
TOP TEAMS
#
# RailtrackBest Practice
48
27
163:1
9
/ 2002
Copyright John Carlisle, with Parker & Doyle, 1997
Impact on Relationship
Damages
Strengthens
?
1 2 3 4 5 6 7 8 9 10 9 8 7 6 5 4 3 2 1 assessment
Optimum Quality ofImplementation
‘B’ should take action
‘A’ shouldtake action
Both feel fairly treated ? ?
Areaof
Profit
Area of
Waste
both delighted
Win/Win feelingIncreased Trust
Increased Likelihood of added value
Win/Lose feelingDecreased TrustMinimum risk-
willingness
Area of
Waste
Win/Lose feelingDecreased TrustMinimum risk-
willingness
‘A’ Disappointed ‘B’ Disappointed
TAGUCHI CURVE MONITORING RELATIONSHIPS Noting that all waste is ultimately a loss to society
Social Housing Project Cost
• Commit to InvestCommit to Invest £4,500,000£4,500,000
• Original Budget £3,439,000
• Project Variations £ 165,000
• Final project cost £3,604,000
• Percentage variance +4.8%
• Overall Saving £896,000 or 20%