1 / 11

Exploring Quality: Definitions, Consciousness Levels, and Core Dialogue Skills

This article delves into different definitions of quality, explores the seven levels of organizational consciousness, and discusses the core skills needed for effective dialogue. It also highlights the use of the talking stick in Native American council circles for impartial hearing.

carleens
Download Presentation

Exploring Quality: Definitions, Consciousness Levels, and Core Dialogue Skills

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. 1

  2. Five times why • An exercise • What is quality anyway? • a choice • 3. How do you value accreditation? • the dialogue 2

  3. Why I come to work each day at….. Because I want to….. 3

  4. Value definitions 1. Quality means profit 2. Quality means customer and employee satisfaction. 3. Quality means productivity. 4. Quality means continuous improvement, learning and innovation. 5. Quality means creating a shared sense of purpose and values. 6. Quality means community awareness and strategic alliances. 7. Quality means deep corporate social responsibility. 4

  5. Seven Levels of Organisational Consciousness (Barrett) 7 6 5 4 3 2 1 Positive Focus / Excessive Focus SERVICE TO HUMANITY Ethics. Social responsibility. Future generations. SERVICE STRATEGIC ALLIANCES AND PARTNERSHIPS Employee fulfillment. Community involvement. MAKING A DIFFERENCE DEVELOPMENT OF A STRONG COHESIVE CULTURE Commitment. Enthusiasm. Shared values. INTERNAL COHESION TRANSFORMATION CONTINUOUS RENEWAL AND LEARNING Adaptability. Innovation. Teamwork. HIGH PERFORMANCE SYSTEMS AND PROCESSES Productivity. Efficiency. Quality. Professional growth. Bureaucracy. Complacency. SELF-ESTEEM RELATIONSHIPS THAT SUPPORT THE ORGANIZATION Good communication between employees, customers and suppliers. Manipulation. Blame. RELATIONSHIP PURSUIT OF PROFIT AND SHAREHOLDER VALUE Financial soundness. Employee health and safety. Exploitation. Over-control. SURVIVAL 5

  6. FIVE CORE SKILLS TO THE DIALOGUE 6

  7. 7

  8. Five core skills to the dialogue 1. Show radical respect; 2. Talk from the heart; 3. Listen; 4. Slow down; 5. Suspend your judgements. 8

  9. The talking stick has been used for centuries by many American Indian tribes as a means of just and impartial hearing. The talking stick was commonly used in council circles to designate who had the right to speak. When matters of great concern came before the council, the leading elder would hold the talking stick and begin the discussion. When he finished what he had to say he would hold out the talking stick, and whoever wished to speak after him would take it. In this manner the stick was passed from one individual to another until all who wished to speak had done so. The stick was then passed back to the leading elder for safe keeping. Carol Locust, Ph.D.Native American Research and Training CenterTucson, Arizona 9

  10. 10

  11. 11

More Related