Integration and the Road to Mastery Collaborate Create Compete Control 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

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

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

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 COLLABORATE CONTROL CREATE COMPETE NEGATIVE ZONE POSITIVE ZONE

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 COLLABORATE CONTROL CREATE COMPETE NEGATIVE ZONE POSITIVE ZONE

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

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

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

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

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

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

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

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

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

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