1. 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

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 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

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
COLLABORATE
CONTROL
CREATE
COMPETE
NEGATIVE ZONE
POSITIVE ZONE

6. 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

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? A B C
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 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

12. 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

13. 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

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 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