21C Organization Presentation


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This is one of the handouts that participants of Banks International’s program, Culture Audit Interviews, receive and is one of the base documents attendees at the 21st Century Organizations can also receive.

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21C Organization Presentation

  1. 1. NOTE: The following information is excerpts from the Presentation by the same name. For more information or for the complete document please contact us. Please be advised that the complete document is controlled and requires positive identity to obtain.    The New 21st Century Organization is an organization that functions with Adaptability, Efficiency, and Flexibility, has adopted The New Contract, has a predominantly Adult-Adult culture, and concentrates on creativity and innovation Flexibility (Organizing to cope with unexpected turns of events) Quick handling of emergencies and sudden crises Quick response to sudden overloads and unusual demands Efficiency (Organizing for routine production) High quantity and quality of product High Output/Input ratio Continuously improving current routines Adaptability (Organizing to change routines) Breaking old routines Anticipating problems and developing timely solutions Staying abreast of new methods applicable to the organization’ activities Prompt acceptance of solutions Widespread acceptance of solutions © BANKSinternational, LLC 2005. Based on the published Works of Dr. Min Basadur. © Basadur Centre for Applied Creativity.  The demonstrated best way to develop and organization to be Efficient, Flexible, and Adaptable requires aneffective, repeatable and reproducible Creative Problem Solving process, an Adult-Adult Culture, a 21stCentury style of Leadership, and a modern Functional Culture with modern processes and controls, suchas 6δ, 5S, S&OP, MOS, Lean, etc.  Copyright © Banks International LLC 2004-2013. All rights reserved. Web Version 4.0
  2. 2. The 160+ year old Traditional Contract suggests that there be a paternalistic relationship between bosses (whounknowingly and unwittingly act as “parents”) and employees (who may also unknowingly and unwittingly act asdependents of the “parents”). This leads employees to wait for bosses to make all decisions, give orders, break newground, steer them, protect them, and take care of them. The success or failure of the enterprise lies in the hands ofthese “parents.” This, in turn, strips the individual employee of their own responsibility in producing success. He/shethen mostly worries about following orders, executing to expectations, and hopefully continuing to consistently gainthe favor of the “parents.” Here we lose the intellectual capital of people, and the knowledge and experience gainedthrough time does not necessarily contribute to or advances the organization’s Mission. The weight of responsibilityfor results is placed on the bosses’ shoulders (which isn’t entirely fair), and unconsciously provokes them to treatpeople with a high degree of control over them.     Core Workers  Leadership          Mature Let Go          Participate CULTURE  Involve Others         Take Ownership Inspire & Lead   © BANKSinternational, LLC 2004 3 DISTINCT EVENTS MUST TRANSPIRE FROM BOTH SIDES OF THE INFLUENCES OF CULTURE Evolve from “dependent” Evolve from “parent” role and Mature role and make choices Let Go become coach Get involved with the whole Involve others in the business; Participate business, not just your job Involve coach, delegate, empower Ownership Own the end results – see Inspire Think possibilities, think big, your complete role & Lead think can do, enable everyone   © BANKSinternational, LLC 2004To develop a 21st Century New Organization with its associated better results, the functional culture (how things aredone) and the social culture (how people interact) must evolve. Currently, the dominant corporate culture today is theTraditional culture, also known as a Paternalistic Culture and/or the Old Contract. Evidence suggests that these typesof organizations will not easily, swiftly, or cost-effectively take an organization to the levels of performance or theresults sought or needed in our economy or the global market.Shedding a traditional paternalistic culture and evolving towards an Adult-Adult environment requires deliberate workon the two domains that influence culture. Employees cannot and will not evolve until the leadership uses itspatriarchic influence to systematically help them evolve into “adults,” independent and co-accountable for execution,performance, results, and their own well being. Likewise, employees must want and pursue that state. Research bywell regarded and prestigious academic institutions, as well as by reputable private interests, suggest that the mosttransformational commercial strategy that will lead an organization to a better economic performance in the 21stCentury is the progression of a paternalistic-style culture into an adult to adult type culture (what we refer to as TheNew Organization, The New Contract, or The Partnership Strategy).Copyright © Banks International LLC 2004-2013. All rights reserved. Web Version 4.0
  3. 3. Dominant Cultural Styles Leaders tend to: Act like parents in relationships with subordinates Demand compliance and conformance Control activities, resources, use of time, and information Make most decisions, including those that belong in lower levels of the organization Provide physical and emotional safety Face challenges (too often by themselves) Solve problems and provide solutions (too often by themselves) Answer most questions Continuously assert their authority and control Centralize control at the top Hold people accountable for their responsibilities React unfavorably and oftentimes aggressively to o Questioning o Disagreement Paternalistic Cultures o Resistance o Opposition (a.k.a. Parent-Child o Dissention Cultures) o Push-back o Challenges to status-quo o Non-compliance o Non-conformance Core Workers tend to: Act like “dependents” in relationships with superiors Look to be taken care of (their safety, job security, employment viability, etc.) by those in authority Place responsibility for their individual success and the success of the enterprise on leaders Avoid self-expression and choose the comfort of stability over ownership Put their future in the hands of leaders React to disappointment in leaders with o Blame o Victim/villain thinking o Apathy o Malcontent o Fear o Resignation o Helplessness React to pressures with o Confusion o Denial o Resentment o Self-induced stress o And/or by hiding or distorting information and “bad news”Copyright © Banks International LLC 2004-2013. All rights reserved. Web Version 4.0
  4. 4. Dominant Cultural Styles Leaders tend to: Recognize and accept that people have and make choices Freely share information about the state of the business Impart business literacy to everyone Encourage and consider all perspectives and points of view Engage everyone in the running of the business Enable innovation and unique solutions Encourage and enable self-accountability Promote empowerment and self-reliance React unfavorably to people’s o Lack of individual accountability o Externalization of individual accountability o Political deference to authority o Dependency on external low-risk decision-making o Lack of ownership (of the whole) Adult-Adult Cultures Core Workers Have the right and responsibility to embrace the risk in the marketplace and take responsibility for the whole. They tend to: Master their own business literacy Deal with their own emotional welfare Manage and do the work of the organization Have a point of view about the business Contribute to the success of others Make choices that benefit the whole enterprise Feel safe responding assertively or reacting to o Excessive or unneeded control o Demeaning or disrespectful treatment o Rejection or negation of feedback o Lack of consultation on decisions that affect them o Negation of participation in many tactical elements of the business  Core Workers  Leadership  Mature Let Go Participate CULTURE Involve Others Take Ownership Inspire & Lead   © BANKSinternational, LLC 2004 Strategic Approach:         Change Culture from “Parent-Child” type Change leadership style from Interactions to “Adult-Adult” type interactions paternal to Transformational (21CL)   Advance leadership style from all Develop trust and mutuality of purpose tactical to include a solid strategic amongst and between all levels orientation IMAGE CROPPED OFFCopyright © Banks International LLC 2004-2013. All rights reserved. Web Version 4.0
  5. 5. Many efforts to evolve to 21st Century Organizations have fallen short of doing so and/or fallen short of deliveringexpectations typically identifiable with The New Organization. Research suggests that in nearly all instances, the rootcause of the failed efforts was that the culture never evolved out of the Traditional Culture/Old Contract. In theseorganizations where the efforts failed, work groups were formed, people were trained, much empowerment wasdelegated, many responsibilities were transferred, boundaries were reestablished, decisions were moved to lowerlevels, and much more was done. The problem was that leaders continued to act like “parents” and core workerscontinued to act like “dependents.” Although core workers took ownership of their work, they never took ownership ofthe whole and never brought forth many of the improvements or ideas they had to contribute to the success of others.Organizations will always have a much needed hierarchy of control, just like societies cannot exist without some sortof leadership. We’re not talking here about democratic enterprises. There’s plenty of evidence that they don’t workwell and eventually fail as a business. We’re talking here about businesses where everyone shares in the risks of themarket, as well as the rewards. We’re talking about environments where everyone is interdependent, but not relianton others for their personal satisfaction of participating in the enterprise. We’re talking about an environment whereeveryone sees and interacts with everyone else in an adult way – telling the unconditional truth, extending good willto others, trusting the intentions of colleagues and coworkers to be noble, knowing everyone else has your back, asyou have theirs, recognizing the shared mutuality . . . IMAGE CROPPED OFFCopyright © Banks International LLC 2004-2013. All rights reserved. Web Version 4.0