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Conclusion:

Conclusion:. Integration and the Road to Mastery. Agenda. Integration and behavioral complexity The negative zone Your summary evaluation matrix How master managers see the world using systems thinking using paradoxical thinking The leveraging power of lift

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Conclusion:

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  1. Conclusion: Integration and the Road to Mastery Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Conclusion: Integration and the Road to Mastery

  2. Agenda • Integration and behavioral complexity • The negative zone • Your summary evaluation matrix • How master managers see the world • using systems thinking • using paradoxical thinking • The leveraging power of lift • The never-ending road to mastery Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Conclusion: Integration and the Road to Mastery

  3. The Negative Zone – Too Much of a Good Thing Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Conclusion: Integration and the Road to Mastery

  4. Leader CVFPositive and Negative Zones NEGATIVE ZONE The Impractical Dreamer CREATE COLLABORATE The Permissive Pushover Unrealistic, Impractical, Wastes energy Chaos Soft hearted, Permissive, Abdicates authority POSITIVE ZONE Creative, Clever, Envisions change Caring, Sympathetic, Shows consideration Opportunistic, Overly aspiring, Disrupts continuity Overly democratic, Too participative, Slows production Process oriented, Facilitates interaction Politically astute, Acquires resources NEGATIVE ZONE Unaware Unskilled Unpolished ApathyIndifference BelligerenceHostility Technical expert,Well prepared, Collects information Task oriented, Initiates action Unimaginative, Tedious, Neglects possibilities CONTROL Overachieving,Individualistic,Destroys cohesion COMPETE Dependable, Reliable, Maintains structure Decisive, Directive, Provides structure Skeptical, Cynical, Stifles progress Unreceptive, Unfeeling,Offends individuals The Rigid Bureaucrat The Oppressive Egotist Rigidity

  5. Organizational-Level CVFPositive and Negative Zones NEGATIVE ZONE The Tumultuous Anarchy CREATE COLLABORATE The Irresponsible Country Club PrematureResponsiveness,DisastrousExperimentation ExtremePermissiveness, Uncontrolled Individualism Chaos POSITIVE ZONE Commitment, Morale, Human Development Innovation,Adaptation,Change InappropriateParticipation,UnproductiveDiscussion Political Expediency, Unprincipled Opportunism External Sup-port, Resource Acquisition, Growth Participation,Openness,Discussion NEGATIVE ZONE ApathyIndifference Unclear Values Counteractive Values BelligerenceHostility InformationManagement,Documentation Productivity,Accomplish-ment, Impact ProceduralSterility,TrivialRigor CONTROL Perpetual Exertion, Human Exhaustion COMPETE Stability,Control,Continuity Direction,Goal Clarity,Planning HabitualPerpetuation,IronboundTradition Undiscerning Regulation, Blind Dogma The Frozen Bureaucracy The Oppressive Sweat Shop Rigidity

  6. Summary Evaluation Matrix Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Conclusion: Integration and the Road to Mastery

  7. Behavioral Complexity and Performance Cognitive Complexity Behavioral Complexity Behavioral Repertoire Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Conclusion: Integration and the Road to Mastery

  8. Seeing Like a Master Manager:Systems Thinking • Can you see only parts, or do you see the whole? • Can you see how A’s impact on B may eventually come back to impact A? Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Conclusion: Integration and the Road to Mastery

  9. Seeing Like a Master Manager:Paradoxical Thinking AND • Faster • Better • Cheaper • Innovative • Better • Cheaper • Innovative • Familiar AND AND AND Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Conclusion: Integration and the Road to Mastery

  10. Are you imprisoned by your comfort zone? Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Conclusion: Integration and the Road to Mastery

  11. The Leveraging Power of LiftKey Psychological States Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Conclusion: Integration and the Road to Mastery

  12. The Never-ending Road to Mastery Implement the change strategy Develop a change strategy Learn about yourself Don’t forget to look for (and eliminate) your own excuses for resisting changing! Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Conclusion: Integration and the Road to Mastery

  13. Steps to Mastery Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Conclusion: Integration and the Road to Mastery

  14. Steps to Mastery Expertise: Adapt to constant change, and intuitively act upon different situations Proficiency: Calculation and analysis seem to disappear – you unconsciously “read” situations Competence: Develop your own rules-of-thumb and engage in calculated risks Advanced beginner: Apply the rules to real world experiences and discover certain basic patterns Novice: Learn facts and rules Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Conclusion: Integration and the Road to Mastery

  15. Final ReflectionsHow can you… build on your strengths and still stay out of the negative zone? see the big picture without losing track of the details? accept ideas from others ideas while still living your personal values? lift people up, instead of bringing them down? Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Conclusion: Integration and the Road to Mastery

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