2. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Mike Pupius Director Centre for Integral Excellence Sheffield Hallam University, UK Quality Perspectives in Higher Education in Europe

3. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Vision of EFQM A world in which organisations In Europe excel

4. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence EFQM Education Community of Practice: Our Mission To promote and support the adoption of the philosophy, methods, tools and techniques of Excellence by all education organisations in Europe and to develop and share good practice amongst ourselves and the other networks we belong to.

5. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence A Chancellor’s vision statement It is time for change at Berkeley. We need to examine all aspects of how we conduct our business with the aim of streamlining decision making and infusing our campus community with a service orientation. We must make certain that the same ethos of excellence that marks our teaching and research permeates our entire organisation. Organisational effectiveness is everyone’s responsibility. Chancellor Berdahl

6. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Challenges in HE (Ruben) Broadening public appreciation of the work of the academy For all we do for our students, community and society, why are we not more appreciated and supported? Increasing our understanding of the needs of workplaces Why don’t employers understand the value of education? Becoming more effective learning organisations Do institutions provide the effective model of organisational learning that our constituents believe they should? Integrating assessment, planning and improvement How dedicated are institutions to these values? Enhancing collaboration and community Institutions advocate these values. Do they live them? Recognising that everyone in an institution is a teacher How do non-faculty staff contribute to institutional teaching? Devoting more attention and resources to leadership Are institutions as committed to learning leadership competencies as they are to teaching them? More broadly framing our vision of excellence Do institutions need to rethink the way they conceptualise and operationalise their core mission?

7. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Challenges in HE (Ruben) Broadening public appreciation of the work of the academy For all we do for our students, community and society, why are we not more appreciated and supported? Increasing our understanding of the needs of workplaces Why don’t employers understand the value of education? Becoming more effective learning organisations Do institutions provide the effective model of organisational learning that our constituents believe they should? Integrating assessment, planning and improvement How dedicated are institutions to these values? Enhancing collaboration and community Institutions advocate these values. Do they live them? Recognising that everyone in an institution is a teacher How do non-faculty staff contribute to institutional teaching? Devoting more attention and resources to leadership Are institutions as committed to learning leadership competencies as they are to teaching them? More broadly framing our vision of excellence Do institutions need to rethink the way they conceptualise and operationalise their core mission?

8. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence The Never Ending Journey in Pursuit of Excellence What does Excellence mean for you? Where is your institution on the journey to Excellence?

9. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Academia State Market International positioning Germany France UK Where is your HE sector?

10. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Characteristics of successful organisations (Barrett, Collins and Porras, de Geus, Fitz-Enz) A strong, positive, values driven culture A commitment to learning and self-renewal Continual adaptation using internal and external feedback from environments Strategic alliances with internal and external partners, customers and suppliers A willingness to take risks and experiment A process orientation A balanced, values based approach to measuring performance that includes –Corporate survival (financial) –Corporate fitness (efficiency, effectiveness) –Collaboration with suppliers and customers –Continuous learning and self-development (evolution) –Organisational cohesion and employee fulfilment –Corporate contribution to the local community and society

11. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence The Never Ending Journey in Pursuit of Excellence Where are you now? Where do you want to be?

12. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Competence and consciousness Conscious Incompetence Conscious Competence Unconscious Competence Unconscious Incompetence Consciousness Competence A continuous cycle, developing new skills and behaviours

13. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence The Evolution of Organisational Excellence System Thinking, Psychology Juran, Crosby, Peters Baldrige Model Business/Organisational Excellence Business Process Management EFQM Excellence Model Scientific Management -Taylorism Quality Inspection - Statistical Process Control Focus on process variability Deming’s 14 Points, the Customer ?

14. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Fundamental Concepts of Excellence Results Orientation Customer Focus Leadership & Constancy of Purpose Management by Processes and Facts People Development & Involvement Continuous Learning, Innovation & Improvement Partnership Development Corporate Social Responsibility Agility Future Focus

15. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Customer Results Society Results Processes Policy & Strategy People Leadership Key Performance Results People Results Partnerships & Resources ResultsEnablers Innovation and Learning The EFQM Excellence Model is a Registered Trademark EFQM Excellence Model ® Everythingisconnectedtoeverything

16. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Customer/Supplier Satisfaction Repeat business CSR Sustainability Community impact Process Management BPR Lean Six Sigma TOC ISO 9000 ISO 14000 CRM Strategic Planning & Mapping HR strategies Empowerment Communication Vision, mission values, ethics Style, behaviour Leadership Development Stakeholder Management System Values Management Financial Results Process Performance Scorecards People Satisfaction Turnover Absence Value chain & resource management ResultsEnablers Innovation and Learning The EFQM Excellence Model is a Registered Trademark EFQM Excellence Model ® as an holistic framework Everythingisconnectedtoeverything

17. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Goals and Outcomes Achieving balanced stakeholder satisfaction Satisfied Stakeholders Proud Employees Delighted Students Enhanced Communities Values What we believe in Mission Our basis for Competition or Service Delivery Vision What we want to be Strategy Our game plan Scorecard Operational and strategic focus Strategic Initiatives What we need to do Individual Objectives What you and I need to do

18. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Taking an honest look in the mirror Self-assessment

19. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Concept ModelEvidence Assessment Strengths Areas for Improvement Score Action Plans Copyright BQF Organised common sense

20. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Areas for improvement Recognising the opportunity for leadership development More integrated business and academic planning Personal development through coaching and mentoring Improved internal cooperation across departments and faculties Identification, ownership and improvement of key processes Measuring and enhancing student and staff satisfaction Understanding the wider impact of the institution on the local community and society and the links to corporate social responsibility and sustainable development Developing an institutional balanced scorecard

21. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence The Excellence Journey Excellence Maturity of organisation Health check Self-Assessment Action plans Planning tool Business Plans & Self-Assessment Strategic tool Organisational Development Process Management Corporate Scorecard Goal Deployment Personal Development Customer and Supplier Relationship Management Partnership & Collaboration Learning Organisation Integration & alignment

22. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Significance of processes: change in the mindset From Hierarchy............. ….to.................. Process Working

23. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Five Stage Model (Hardjono, INK) Available instruments Quality of the Process Quality of the System Product Quality Quality of the Value Chain Quality of Society Degree of complexity

24. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Coercive (Win/Lose) Complacent Initial Adversarial (Defensive) Positional (Old Policies) Joint Interests (Involvement) Joint Continuous Improvement (Win/win) Uneven Relationship Negotiated Relationship Cooperative Relationship Hierarchical Thinking Process Thinking Crisis of Trust Crisis of Purpose Crisis of Inter- dependence Copyright John Carlisle Partnerships Managing Relationships

25. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Significance of processes: change in the mindset From Hierarchy............. ….to.................. Process Working Process Thinking Relationships Partnership Cooperation Internal cohesion Integration Alignment Integrating for Excellence

26. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Leadership issues Does the institution recognise that all managers and academic staff are leaders? How does the institution develop its mission, vision and values? How does it review the effectiveness of its leaders? How do leaders develop the management system to enable the strategic management of its processes? How do senior leaders encourage cross— institution collaboration and partnership?

27. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Characteristics of successful organisations (Barrett, Collins and Porras, de Geus, Fitz-Enz) A strong, positive, values driven culture A commitment to learning and self-renewal Continual adaptation using internal and external feedback from environments Strategic alliances with internal and external partners, customers and suppliers A willingness to take risks and experiment A process orientation A balanced, values based approach to measuring performance that includes –Corporate survival (financial) –Corporate fitness (efficiency, effectiveness) –Collaboration with suppliers and customers –Continuous learning and self-development (evolution) –Organisational cohesion and employee fulfilment –Corporate contribution to the local community and society

28. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Reaching the Essence (Erasmus, October 2005) Control Continuous Improvement Breakthrough The Essence Spirituality Aesthetics Values (Professor Teun Hardjono, October 2005)

29. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Survival Relationships Self-esteem Transformation Internal Cohesion Making a difference Service 7 6 5 4 3 2 1 Seven Levels of University Consciousness (after Barrett) Financial Stability Surplus, Safety Loyalty and Relationships Open Communication, Student Satisfaction Organisational Effectiveness Excellence, Effectiveness, Quality, Systems Professionalism Continuous Renewal Continuous Learning, Adaptability Continuous Improvement Strong Cultural Identity Shared Vision, Shared Values, Creativity Strategic Alliances Community Involvement, Staff Fulfillment Partnerships Social Responsibility Service to humanity and the planet Future generations

30. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Service Corporate Social Responsibility Making a difference Partnership Development Customer Focus (Collaboration) People Development and Involvement Internal Cohesion Leadership and Constancy of Purpose Transformation Continuous Improvement, Learning and Innovation Self-esteem Excellence Management by Processes and Facts Relationships Customer Focus (Satisfaction) Survival Results orientation 7 6 5 4 3 2 1 Fundamental Concepts and the Seven Levels of Consciousness (adapted from Barrett)

31. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Positive Focus / Excessive Focus PROFIT & SAFETY SERVICE TO HUMANITY Ethics. Social responsibility. Future generations. DEVELOPMENT OF A STRONG COHESIVE CULTURE Commitment. Enthusiasm. Shared values. CONTINUOUS RENEWAL AND LEARNING Adaptability. Innovation. Teamwork. HIGH PERFORMANCE SYSTEMS AND PROCESSES Productivity. Efficiency. Quality. Professional growth. Bureaucracy. Complacency. RELATIONSHIPS THAT SUPPORT THE ORGANIZATION Good communication between employees, customers and suppliers. Manipulation. Blame. PURSUIT OF PROFIT AND SHAREHOLDER VALUE Financial soundness. Employee health and safety. Exploitation. Over-control. 7 6 3 2 1 5 4 STRATEGIC ALLIANCES AND PARTNERSHIPS Employee fulfillment. Community involvement. SERVICE & SOCIAL RESPONSIBILITY PARTNERSHIPS & COLLABORATION COMMITMENT & TRUST EMPOWERMENT & INNOVATION PERFORMANCE & EFFICIENCY LOYALTY & RELATIONSHIPS Seven Levels of Organisational Consciousness

32. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Culture comparisons Current CultureDesired Culture Customer satisfaction Continuous improvement Teamwork Professionalism Making a difference Limiting values Bureaucracy Hierarchy Cost reduction Customer satisfaction Employee recognition Employee fulfilment Employee well-being Continuous improvement Information sharing Teamwork Accountability Commitment Adaptability

33. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence The Dance of Change

34. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence ValuesBehaviours Collective Individual Individual Values and Beliefs Personal Values Leadership Style Levels of Consciousness Individual Drivers & Worldviews Skills, knowledge Individual Actions and Behaviours Personal Behaviours Leadership Behaviours Organisational Role (Authority) Modes of Decision-Making The Four Quadrants Group Actions and Behaviours Strategies Policies Processes Systems Performance Measures The Brand Group Values and Beliefs Group Culture Shared Vision Organisational Values Organisational Beliefs Group Drivers & Worldviews

35. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Hidden/InternalVisible/External Collective Individual CultureSocial Structures Personality (Values) Alignment Mission Alignment Structural Alignment Personal Alignment Character Beliefs Actions Values Behaviours Assumptions Logic Emotions Physical space Body Language Beliefs Actions Behaviours Policies Facial expression Legends Vision Processes Control structure Teams Collective models Mental models Language Stories Leadership style Meetings Language Politics Symbolism Stories internal interactions customer interactions Visible brand Power Ambition Self image Intuition Collective decision making ? community interactions Strategies Conditioning T&D Relationships Partners Authenticity Cohesion Momentum Focus- collective decision/action Knowledge Collective knowledge Climate Systems Identity Purpose

36. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence EFQM Excellence Model ®, Seven Levels and Five Stage Model (Barrett, Hardjono, INK)

37. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Whole system change: preparation phase 4. Evaluate Resilience/Risks/ Sustainability 5. Develop Compelling Reasons for Change 3. Choose Values Select Behaviors 7. Develop Implementation Strategy 6. Survey of Key Drivers 1(a). Values Assessment 2. Create Vision and Mission 8. Develop Objectives and Key Performance Indicators 1(b). Business Assessment against EFQM Model

38. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Positive Focus / Excessive Focus PROFIT & SAFETY SERVICE TO HUMANITY Ethics. Social responsibility. Future generations. DEVELOPMENT OF A STRONG COHESIVE CULTURE Commitment. Enthusiasm. Shared values. CONTINUOUS RENEWAL AND LEARNING Adaptability. Innovation. Teamwork. HIGH PERFORMANCE SYSTEMS AND PROCESSES Productivity. Efficiency. Quality. Professional growth. Bureaucracy. Complacency. RELATIONSHIPS THAT SUPPORT THE ORGANIZATION Good communication between employees, customers and suppliers. Manipulation. Blame. PURSUIT OF PROFIT AND SHAREHOLDER VALUE Financial soundness. Employee health and safety. Exploitation. Over-control. 7 6 3 2 1 5 4 STRATEGIC ALLIANCES AND PARTNERSHIPS Employee fulfillment. Community involvement. SERVICE & SOCIAL RESPONSIBILITY PARTNERSHIPS & COLLABORATION COMMITMENT & TRUST EMPOWERMENT & INNOVATION PERFORMANCE & EFFICIENCY LOYALTY & RELATIONSHIPS Seven Levels of Organisational Consciousness

39. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence ValuesBehaviours Collective Individual Group Values and Beliefs Group Culture Shared Vision Organisational Values Organisational Beliefs Group Drivers & Worldviews Group Actions and Behaviours Individual Values and Beliefs Personal Values Leadership Style Levels of Consciousness Individual Drivers & Worldviews Individual Actions and Behaviours Personal Behaviours Leadership Behaviours Organisational Role (Authority) Modes of Decision-Making EFQM Excellence Model Seven Levels Model Bringing it all together

40. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Whole System Change

41. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Delivering Core Values ValuesBehaviours Collective Individual Culture University and Department/Faculty vision, values and beliefs Social Structures University/Dept/Faculty actions and behaviours Personality Individual values and beliefs Vision & Values Alignment Mission Alignment Structural Alignment Personal Alignment Character Individual actions and behaviours University Values Identifying potential for alignment, coherence, cohesion and integration

42. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Where is your institution positioned with respect to the influences to state, academia and market? Does it carry out an holistic self- assessment covering aspects of both academic and organisational excellence? Where is it on the journey from hierarchical to process thinking? What stage of quality has been reached? How does your institution measure and act on feedback from key stakeholders? How does it take an integral view in developing strategies for organisational improvement? What values does it espouse and are these being lived? What improvements could you make? Where is your institution on its journey to Excellence?

43. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence We shall not cease from exploration And the end of all our exploring Will be to arrive where we started And know the place for the first time. T S Eliot, Four Quartets Vision without action is simply dreaming Action without vision is merely activity Vision with action - you can change the world Joel Barker

44. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence ECoP Future Direction

45. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence ECoP Future programme 28-30 June, 2006, Integrating for Excellence Conference, Sheffield 20-22 September, 2006, Siofok, Hungary 14-16 March, 2007 London Metropolitan, Canary Wharf June 2007, Integrating for Excellence, Sheffield September 2007, Miguel Hernandez, Spain January, 2008, Intercollege, Nicosia, Cyprus Integrating for Excellence, Sheffield October 2008, Liverpool John Moores, Liverpool

46. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Other future events EOQ, Tallin, Estonia, 29 November, 2006 –The Human Factor –How do you get people motivated for quality? –Possible solutions to possible problems EOQ Conference, Prague, 21 May, 2007 Seminar, Eindehoven, Autumn, 2007

47. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Integrating for Excellence 3 rd International Conference 27-29 June 2007

48. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Thank You! Centre for Integral Excellence Sheffield Hallam University, UK Mike Pupius m.pupius@shu.ac.uk 0114 225 4135 or 0114 225 2044 www.shu.ac.uk/integralexcellence