1. BEHAVIOUR AS A DIAGNOSTIC TOOL IN PARTNERSHIPS Dr John Carlisle, Teacher of Adults, magister ludi Associate: Centre for Integral Excellence Sheffield Hallam University EFQM EDUCATION COMMUNITY OF PRACTICE - Bergen

2. PRESENTATION FLOW THE NEED FOR CHANGE TO COOPERATION, i.e. our organisations are, at best, sub-optimised – and there are serious consequences: Performance, environment and morality THE CAUSES LIE IN THE WAY WE THINK AND BEHAVE THE SOLUTION IS TO CHANGE BOTH EXAMPLES OF THE BEHAVIOURAL CHANGES AND CONSEQUENCES

4. CAUSES OF THE FAILURE Our habits of thinking: Not understanding our organisations, i.e. thinking we are leading a university, when it is, first of all, an organisation (“der ding an sicht”) The king thought he was building a castle!

5. Traditional Organisation

6. Copyright John Carlisle, 1997 “FREE TO THINK” (TURNING KNOWLEDGE INTO INTELLECTUAL CAPITAL) KNOWLEDGEKNOWLEDGE EFFORT Intellectual Capital Blaming and Defending External Relationship Failure Internal System and Relationship Failure Competitive Policies e.g. ranking, departments competing, bonuses Feedback for Relationships and Systems Improvement Trust-Building Cooperative Policies e.g. Teamworking, knowledge-sharing Relationship Failures Intellectual Capital

7. Main_Idea FROM HIERARCHICAL THINKING (Dr W Edwards Deming)…. TRANSFORMATION SUPPLIERSCUSTOMERS FEEDBACK FROM CONSUMERS REDESIGN TO SYSTEM THINKING…. Copyright John Carlisle Partnerships, 1997

8. Main_Idea CONTROL FROM TRADITIONAL EDUCATION “MANAGING” - CONTROL LEARNER-CENTERED PEDAGOGY PROVIDERS USERS FEEDBACK – EXPLICIT NEEDS of USERS and ENVIRONMENT DESIGN & REDESIGN TO WORLD CLASS “ENABLING” – EFFECTIVE WHOLE Copyright John Carlisle Partnerships, 1997 GOVERNANCE

9. We need, therefore,

10. PARADIGM SHIFT Managing the meta and micro together: CONSCIOUSNESS and COMPETENCE

11. CONSCIOUSNESS COMPETENCE Conscious Incompetence Conscious Competence Unconscious Incompetence Unconscious Competence Copyright John Carlisle Partnerships, 1997

12. CONSCIOUSNESS?? COMPETENCE Conscious Incompetence Conscious Competence Unconscious Incompetence Unconscious Competence Copyright John Carlisle Partnerships, 1997

14. RAISING CONSCIOUSNESS PERFORMANCE DATA: Grades, Growth, Profit MAKE VISIBLE: Challenge Policies, esp. incentives

15. Copyright John Carlisle, 1997 “FREE TO THINK” (TURNING KNOWLEDGE INTO INTELLECTUAL CAPITAL) KNOWLEDGEKNOWLEDGE EFFORT Intellectual Capital Blaming and Defending External Relationship Failure Internal System and Relationship Failure Competitive Policies e.g. ranking, departments competing, bonuses Feedback for Relationships and Systems Improvement Trust-Building Cooperative Policies e.g. Teamworking, knowledge-sharing Relationship Failures Intellectual Capital

16. CONSCIOUSNESS COMPETENCE?? Conscious Incompetence Conscious Competence Unconscious Incompetence Unconscious Competence Copyright John Carlisle Partnerships, 1997

17. COMPETENCE (EI) MAKE VISIBLE: Appropriate, Valid Models of Success BEHAVIOURAL PERFORMANCE DATA SKILL PRACTICE PDSA

19. COOPERATION: AN ORGANISATIONAL COMPETENCE EI The Learning Disadvantage of Power and Control (client not learning; but always paying!) “TELL” “INCLUSIVE” 83%69% 17% 31% CLIENTSCONTRACTORS - Giving Information - Making Proposals - Asking Questions - Building On Others’ Ideas Source:Three major strategic alliances and project partnerships in Europe Relationship sample : 118 Senior Managers

20. GROUP BEHAVIOUR RATIOS PRODUCTIVE MEETINGS COMBINED MEETINGS = Giving information = Asking questions = INITIATING = REACTING Copyright John Carlisle Partnerships, 1997 70% 81 11% 9% 72 48% 24% 13% 15% CLARIFYING 10% “NORMAL” MEETINGS TOP TEAMS # # Railtrack Best Practice 48 27 16 3:1 9 / 2002

21. Copyright John Carlisle, with Parker & Doyle, 1997 Impact on Relationship Damages Strengthens ? 1 2 3 4 5 6 7 8 9 10 9 8 7 6 5 4 3 2 1 assessment Optimum Quality of Implementation ‘B’ should take action ‘A’ should take action Both feel fairly treated ?? Area of Profit Area of Waste both delighted Win/Win feeling Increased Trust Increased Likelihood of added value Win/Lose feeling Decreased Trust Minimum risk- willingness Area of Waste Win/Lose feeling Decreased Trust Minimum risk- willingness ‘A’ Disappointed‘B’ Disappointed TAGUCHI CURVE MONITORING RELATIONSHIPS Noting that all waste is ultimately a loss to society

22. Social Housing Project Cost Commit to Invest£4,500,000Commit to Invest£4,500,000 Original Budget£3,439,000 Project Variations£ 165,000 Final project cost£3,604,000 Percentage variance +4.8% Overall Saving£896,000 or 20%

23. Programme Delivery Commit to Invest Programme 96 weeks Agree Project Programme58 weeks Extensions of time 4 weeks Revised contract period 62 weeks Actual contract period62weeks Project completed On Time Overall Saving 34 weeks or 35%