Newtonian and Quantum Organization , EQ ,Software development

1. A framework to improve organization performance : In
special reference to EQ,MQ and SQ, in the backdrop
of quantum and Newtonian Physics
By: Dr. Patanjali Kashyap
Simisola Otukoya
King’s College London

2. 2
Agenda
• Introduction to the framework
• Theoretical development
• Website
• Challenges

3. 3
New Economy
Since the 1990’s, a knowledge based economy has
risen to prominence.
In this economy, intangible intellectual assets are
becoming increasingly more valuable than the
conventional hard assets- “machine and land”.

4. “Machine power” to “brain Power”
Unlike Machines, Brain:
• Doesn’t operate on pure logic
• Has emotions
• Has value systems
• Has aspirations
This has posed unusual challenges to human resource
management
4

5. A look at the Human Brain

6. Corporate Performance
Balanced Scorecard
(BSC)- translates
Organization’s strategy
into quantifiable
measures:
• 4 Balanced
Perspectives
• A communication tool
for employees and
stake holders
• A measurement system
• A strategic
management system

7. Typical Performance management
Productivity =
Tickets Handled
Hours worked
S.No.
Team Member
Name
Service
Domain
Support Area
Hours
spent in
the
activity
for the
month
Number
handled
per
month
Average
Number
handled
per hour
Standard
Monthly
Hours
Average
Number
handled
per
month
1 ** Technical Support Inc/i dSernvti cMea Dneasgkemen1t94.48 26 0.13 187 25.00
2 Technical SuppoIrnt c/i dSernvti cMea Dneasgkemen1t99.36 138 0.69 187 129.44
3 Technical SuppoIrnt c/i dSernvti cMea Dneasgkemen1t49.64 113 0.76 187 141.21
4 Technical SuppoIrnt c/i dSernvti cMea Dneasgkement 184 156 0.85 187 158.54
5 Technical SuppoIrnt c/i dSernvti cMea Dneasgkement 10 65 6.50 187 1215.50
6 Technical SuppoIrnt c/i dSernvti cMea Dneasgkement 0 87 #DIV/0! 187 #DIV/0!
7 Technical SuppoIrnt c/i dSernvti cMea Dneasgkement 0 43 #DIV/0! 187 #DIV/0!
8 Technical SuppoIrnt c/i dSernvti cMea Dneasgkement 0 0 #DIV/0! 187 #DIV/0!
9 Technical SuppoIrnt c/i dSernvti cMea Dneasgkemen1t38.36 42 0.30 187 56.76
10 Technical SuppoIrnt c/i dSernvti cMea Dneasgkement 84 1 0.01 187 2.23
11 Technical SuppoIrnt c/i dSernvti cMea Dneasgkement124.3 239 1.92 187 359.56
12 Technical SuppoIrnt c/i dSernvti cMea Dneasgkement219.2 277 1.26 187 236.31
13 Technical SuppoIrnt c/i dSernvti cMea Dneasgkement147.1 25 0.17 187 31.78
14 Technical SuppoIrnt c/i dSernvti cMea Dneasgkemen1t12.02 70 0.62 187 116.85
15 Technical SuppoIrnt c/i dSernvti cMea Dneasgkemen1t53.37 87 0.57 187 106.08
16 Technical SuppoIrnt c/i dSernvti cMea Dneasgkement 153 0 0.00 187 0.00
17 Technical SuppoIrnt c/i dSernvti cMea Dneasgkement 183 125 0.68 187 127.73
18 Technical SuppoIrnt c/i dSernvti cMea Dneasgkemen1t34.09 344 2.57 187 479.74

8. Left Brain Dominance
BSC and other
performance management
system of today are
insufficient:
• Highly focused on left
brain
• Isolated from
psychological concerns
• Lacks holistic profile for
training and growth of
individual

9. Holistic Framework
9
Internal
Processes
Financial
Customer
Employee
Learning and
Growth

10. Ultimate Goal
Capture emotional, social, moral/spiritual aspects in
workplace in manageable and quantifiable ways- create
holistic performance management and development model
• A web application: evaluating competencies and
performance management
• High performance team: develop high performance teams
by integration of emotional, moral, spiritual competencies
• Newtonian and Quantum Organization : A comparative
study of In context of New economy, Social Networking
, Emotional and Spiritual intelligence

11. A look on intelligence
11
Business Needs
Scientific basis of each
intelligence
Key performance Parameters
Psychometric measurement
Integration and personalized
improvement plan

12. What competencies to seek for?
Intellectual
assets
Motivation Integrity Collaboration Creativity Flexibility Holistic Thinking
Bottom-up innovation,
teamwork, open
knowledge sharing,
adaptability to changes,
customer focus,
spirituality
Motivation, integrity, collaboration,
creativity, flexibility, holistic thinking
Emotional, Social, Moral and Spiritual Intelligence
Self awareness, emotional control, confidence,
empathy, conscience, tolerance, inner drive, etc.
Emotional
Competen
cies
Confidence, Emotional
awareness, Emotional
management , Sustain
motivation, endurance, drive
for achievement
Emotion and
Impulse control,
confidence in one’s
values and
principles
Healthy self-regard,
Optimism, Impulse control
Optimism,
emotional
management,
confidence
Stress management,
Emotion and Impulse
control, Stable self
esteem
Emotional awareness
Social
Competen
cies
Motivating/ managing
others’ emotions
Empathy,
Understand complex
social relationships
Empathy, Situational
radar, Resolve conflicts,
Change catalyst,
Moving others towards
oneself, Responsiveness,
Authenticity, sincerity
Self-expression,
Influencing others
Building bonds,
effective
communication,
Situational radar,
resolve conflicts
Empathy, Situational radar
Moral
Competen
cies
Responsibility, self-control Moral judgment,
Stand up against
injustice, Keep
promises
Respect, Tolerance Social
responsibility
Tolerance Social responsibility, apply
universal principles to
personal actions
Spiritual
Competen
cies
Self-understanding, Access
to deep values and will,
inner harmony, purpose
seeking
Intrinsic drive to
serve and give,
Access of deep
values of self,
Meaning seeking
and led by vision
Embrace diversity, love
and unity with people
Spontaneity and
energy, Seeking
truth and curious,
Flexibility of
perspectives
Time-management,
Flexibility of
perspectives
Seeing the fundamental
and essence, love and
unity with nature/universe

13. Neurological Understanding of each
intelligence
Identifying competencies in brain:
• Active areas: brain imaging such
as fMRI, PETs
• Brain waves: EEG
• Lesion behavior studies
• Structural connectivity patterns

14. Employee Fulfillment
Creativity,
uniqueness,
capable,
aware,
ideal self,
discover meaning of life
Self-esteem, achievement,
respect of others, respect by
others
To love others, love oneself, be
loved, trust others and be trusted,
belonging to the team & organization
Emotional stability, moral environment,
security of employment, financial security
survive
Self actualization
Esteem
Love/Belonging
Safety
Physiological
Spiritual
Intelligence
Social
Intelligence
Moral
Intelligence
Emotional
Intelligence

15. Newton and Industry..!!
Prevalent way of viewing the
workings of an organization
today are:
• Founded on
revolutionary ideas of
Newton and Descartes
• Which brought about
organizational structure
in the Industrial
Revolution
• Relies on stability and
predictability
Isaac Newton

16. Chaotic Environment
• Increasing levels of uncertainty and
unpredictability are evident in today’s
business environments
• Business routines and strategic planning
processes that depend on predictability and
stability lose credibility
• Global recession means there’s no stability
In order to thrive in
a rapidly changing
and ambiguous
environment
A business
organization
needs to adopt
A new paradigm that
sees the world as :
complex, chaotic
and uncertainty is
accepted

17. Newtonian Paradigm
1500 - 1700
• Pervades all
areas of
scientific
endeavor
particularly-scientific
management
• Compelling by
its simplicity,
coherence
and apparent
completeness.
Atomistic and
Reductionist
• Assumes
behavior of
any system
can be
explained by
looking at its
smallest parts.
• Everything in
the word
made of
atoms-smallest
part
• Assumes
infinite
precision of
behavior
Simplistic
• Crux- world is
a machine
that works on
simple rules
• Large natural
phenomena
explained by
simple laws
• E.g. gravity =
퐺푀푚
푟^2
Limited Scope
• Break down
when some
“limits” are
crossed
• E.g.
subatomic
lengths.
• Limits were
“imperfections
to be avoided”

18. Quantum Paradigm
20th Century
• World is infinitude of complex parts interacting in even
more complex ways
• Asserts that “nothing in nature is fixed” and “control is an
illusion”
• Randomness and unpredictability are not a breaking
down of the laws but fully accepted and embraced
• Continual turbulence in the universe- stable structures
and orderliness emerge from stable interactions

19. Newtonian VS Quantum
Newtonian Quantum
Atomistic
Focus on functional
parts.
Holistic
Focus on relationships,
integration
Determinate
Assumes certainty &
predictability.
Emphasis on control
Indeterminate
Value in uncertainty &
ambiguity.
Requires trust, faith.
One or the other
Selective/exclusionar
y – There is one truth,
one best way.
Differences
embraced
Inclusive, synergistic.
Reductive
Whole is the sum of
its parts.
Parts exist
independently.
Emergent, self-organizing
Whole greater than
sum of its parts.
Order emerges
spontaneously.
© 2011 Infosys Technologies Ltd. 19

20. Better Aligned Organization
Factor’s affecting a
business
organizations
ability to meet
customer needs
Typically petal shape-ideally
four
overlapping circles
• Structures: Internal structure of the organization
• External realities: Market place of organization and overall economic
condition
• Internal realities: Technology, processes and systems
• Individuals : Needs of employees that work for organization
Organizations in chaotic and turbulent environments will benefit from
having Quantum paradigm in its internal structure- will be evident in the
output of the employees (individuals)

21. Quantum Organization
Capacity to create an empowering atmosphere:
• trust
• safety
• sense of belonging,
enabling continuous introspective and organizational learning and aligning of
personal (self) values to behavior.
Unique solutions and ideas emerge from self sharing of all members who allow
their individual skill sets, insights and personal identities to be aligned with the
values and goals of the enterprise

22. Quantum Journey Model
• 6 organizational capabilities
characterizes a Quantum
organization
• Interconnection and
optimization of these
personal attributes into a
motion of fluidicity helps
facilitate a quantum
organization
• Quantum leadership is
needed which operates
with quantum thinking-implementing
quantum
principles into organization

23. Motion of Fluidcidity
“An Interconnected model of
organizational capabilities
that can be optimized in a
community-of-practice to
create synergy by flow”

24. Operational Definitions
• Trust: Willing acceptance of one person’s power to affect another.
• Spirit: The fundamental emotional and activating principle or animating
force within living things that determine self-character.
• Thinking Together: Listening deeply to other points of view, exploring
new ideas and perspectives, while searching for points of agreement.
• Learning: modification of a personal behavior or tendency by the act,
process or experience of gaining knowledge or skills.
• Dialog: Demonstrated by individuals from different mindsets who can
meet as equals to explain and explore their beliefs and practices
together.
• Values: Beliefs of a person or social group in which they have an
emotional investment (either for or against something).

25. Quantum Leadership
“Quantum leadership provides a path through
the unpredictable, the non-linear and the highly
complex nature of organizations”.
Quantum leader :
• incorporates quantum principles into his/her
thinking
• aware of both the professional and private
aspects of their members
• “working with the spirit of followers at the
emotional, intellectual, and technical levels”.

26. Quantum Principle: Heisenberg
Uncertainty Principle
The Heisenberg Uncertainty Principle:
It is impossible to know both the exact
position and the exact velocity of an object
at the same time.
The very process of determining one
property affects the other.

27. Application in quantum
organization
• Ideas for Planning • Applications for Planning
• Uncertainty cannot be
escaped in the business
organization
• Embrace uncertainty and
use it to direct where
learning and exploration
should take place
• “There is no completion
proof that everything
important has been factored
into a decision”
• Planning process must be
understood as a learning
process
• How might our the actions
affect the context or
environment in which the
actions are being taken?
• Do we know enough on how
the trend being focused on
may manifest in the future?

28. Quantum Principle: Wave
Particle Duality
Wave Particle Duality:
• all particles have wave and
particle properties at the
subatomic level.
• E.g. Electrons undergo diffraction
and can interfere with each other
as waves, but they also act as
point like masses and electric
charges
Young’s Slit’s Experiment

29. Application in quantum
organization
Ideas for Planning
• Avoid dualistic (either-or)
thinking in planning- analyses
based on it are too simplified
• Dualistic thinking kills creativity-moving
beyond it leaves space
for innovation
Applications for Planning
• Identify dualistic thinking during
strategy planning and making
important decisions
• Look at the broader context during
decision making looking at matters
around, inside and outside issues
being discussed

30. Quantum Principle: Nothing is
real until observed
Nothing is real until
observed:
• Also based on double slit
experiment
• electron not being
observed has a wave like
property that covers
probability of the areas
that it could be found
behind the slit
• Once the electron is
observed (by using a
detector), the wave
function collapses and it
behaves like a particle

31. Application in quantum organization
Ideas for Planning
• An observation could collapse what
you are viewing into what you think
it is but only from your point of view
• The probabilities of what it might be
has been collapsed into what you
think it is based on your previous
experiences
Applications for Planning
• Alternative viewpoints should
be pursued aggressively
• Instead of focusing on being
right, a better position would
be to focus on being open

32. Quantum Principle: “Many
Worlds” Idea
“Many Worlds” Idea :
• Two simultaneous observations
from different points of an event can
give different true and accurate
measurements
• Observation affects reality.
Therefore this leads to multiple
realities

33. Application in quantum
organization
Ideas for Planning
• Multiple realities exist- a business
organization may view the same
trends as its competitors and come
up with equally valid conclusions
• New observations can change how
the business environment is
perceived and lead to different
strategies and actions by all players
Applications for Planning
• Give attention to wild card
ideas that seem to be on the
periphery-use them to
generate innovative ideas
• Seek out alternative
perspectives from insiders and
outsiders

34. Quantum Learning Principles
Prior
Knowledge
• Appropriate prior
knowledge
• Activating prior
knowledge
Motivation
• Value
• Expectancies
Feedback
• Effective
Feedback
• Timely Feedback
Self-directed
learning
• Analyze task at
hand and own
skills
• Plan approach
and monitor
progress
Mastery
• Practice
integrating
acquired
component skills
• Know when to
apply it

35. Implementation of Quantum Learning
Process in the Organization
Practice
Goals
Observed
Performance
Targeted
Feedback
Allows for

36. Transforming Directed learners to
Self Directed Learners
ASSESS the
task
Evaluate
Strengths and
weaknesses
PLAN
REFLECT
and adjust if
Apply
needed
Strategies
Monitor
performance

37. Prior Knowledge
When
Activated
Sufficient
Appropriate
AND
Accurate
When
Inactive
Insufficient
Inappropriate
OR
Inaccurate
HELPS
Learning
Hinders
Learning

38. Outcome of Implementation : Better
Motivational Alignment
Expectanc
y
Motivation
Goal
directed
behavior
Learning
and
performance
Value

39. Outcome of Implementation :Mastery
MASTERY
KNOW
when to
apply skills
PRACTICE
Integrating
Skills
ACQUIRE
Component
Skills

40. Sample Structure of Quantum Organization

41. Framework Software
Implementation
Learn the
development
technology
• .NET
framework
• ASP.NET web
programming
with C#
• Databases
and SQL
server
Design
• Functional
requirements
• UI/ HTML
markups for
pages
• Database
design
• Class design
• Project plan
Implementation
•Questionnaire system
for competency data
collection
•Input system for
productivity data
•Survey system for
user opinion collection
•Online forum system
•Database to store and
retrieve data
•Account management
system for rights and
accessibility
Testing
• Database
• Survey
• Assessment
• Forum
• Usability
• Exception
Handling

42. Technical Framework
42
presentation Business
Logic
Data Access Layer
Data
Storage