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

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

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

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 2

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 3

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

5 Organizational-Level CVF Positive and Negative Zones Direction, Goal Clarity, Planning Productivity, Accomplish- ment, Impact Unclear Values Counteractive Values Stability, Control, Continuity Information Management, Documentation External Sup- port, Resource Acquisition, Growth Innovation, Adaptation, Change Participation, Openness, Discussion Commitment, Morale, Human Development Habitual Perpetuation, Ironbound Tradition Procedural Sterility, Trivial Rigor Inappropriate Participation, Unproductive Discussion Extreme Permissiveness, Uncontrolled Individualism The Frozen Bureaucracy Apathy Indifference Belligerence Hostility The Irresponsible Country Club Premature Responsiveness, Disastrous Experimentation Political Expediency, Unprincipled Opportunism Perpetual Exertion, Human Exhaustion Undiscerning Regulation, Blind Dogma The Oppressive Sweat Shop The Tumultuous Anarchy Rigidity Chaos NEGATIVE ZONE POSITIVE ZONE 5

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

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

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 8 ABC

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

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 10

11 The Leveraging Power of Lift Key Psychological States Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Conclusion: Integration and the Road to Mastery 11 Other- Focused Externally Open Purpose Centered Internally Directed

12 The Never-ending Road to Mastery 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 12 Learn about yourself Develop a change strategy Implement the change strategy

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

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 14

15 Final Reflections How 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 15


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