To Understand Performance,
      Follow the Joy!
                   How work really gets done

     Anne Murray Allen, Wil...
First things first. . .


   In any work setting,
   sustained high performance is only
   achieved via sustained social w...
W.
Edwards
Deming




"The
prime
requirement
for
achievement
of

any
aim,
including
quality,
is
joy
in
work."





       ...
All
human
systems
operate
as

             networks 



“All
we
ever
wanted
to
understand
is
how
the

work
actually
gets
d...
Value
is
created
in
collaborative
social
systems
where

  everyone
in
the
network
is
accepted
by
everyone
else
in

  the
n...
Research
shows
that
any
collaborative
social
system

  (yellow
boxes)
will
span
the
organizational
chart.




            ...
A
Typical
Case
For
Organizations
Today


                                                     Fi r i a
                   ...
But
what
types
of
networks?*

Networks
of
Collaboration
       Networks
of
Ambition

  Builds
trust
and
excitement
    P...
And
what
type
of
emotion?

Networks
of
Collaboration
                                       Networks
of
Ambition





*
Su...
Human Systems

What
does
it
mean
to
be
a
human
being
in

today’s
world?


What
do
we
believe
we,
as
humans,
want

from
our...
What is involved in building
    such organizations?

Organizations
are
a
mental
concept
of
relationship
to

which
people
...
Building Trust – A reinforcing
            cycle
                 Trusting




 Understanding                    Collabora...
Consequences of not listening to others

                                                                            Incre...
Cohesive
Social
Systems

                                 

  Focus
on
a
worthy
goal

  Conversations
for
conservation

...
What
to
measure?  

           
Indicators
of
Social
Well‐Being

    Days
absent
due
to
illness
or
injury

    Employee
...
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Developing Leaders in Networked Organizations

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Peter M. Senge, Ph.D., Author, The Fifth Discipline: The Art and Practice of The Learning Organization

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Developing Leaders in Networked Organizations

  1. 1. To Understand Performance, Follow the Joy! How work really gets done Anne Murray Allen, Willamette University, head of IT strategy HP Ink Supply Organization (retired) Dennis Sandow, Reflexus Company Nick Zeniuk, Retired Executive, Ford Motor Company Peter Senge, MIT 
 SoL
Consultant
and
Research
members 
 




Knowledge
networks
initiative 
 WILLAMETTE UNIVERSITY MBA
  2. 2. First things first. . . In any work setting, sustained high performance is only achieved via sustained social well being, and vice versa WILLAMETTE UNIVERSITY MBA
  3. 3. W.
Edwards
Deming
 "The
prime
requirement
for
achievement
of
 any
aim,
including
quality,
is
joy
in
work."
 WILLAMETTE UNIVERSITY MBA
  4. 4. All
human
systems
operate
as
 networks 
 “All
we
ever
wanted
to
understand
is
how
the
 work
actually
gets
done.”
 
 
 

 
 
 
Greg
Merton,

 
 
 
General
Manager,
Ink
Supply
Organization
 
 
 
 
(retired)
 WILLAMETTE UNIVERSITY MBA
  5. 5. Value
is
created
in
collaborative
social
systems
where
 everyone
in
the
network
is
accepted
by
everyone
else
in
 the
network
as
a
potential
contributor.
 Bill Bob Mark Sue Bruce Deborah Mike Will Dan Andy Joe Lou Tom Steve Mike Mark Kurt Rick Tom Bill Cory Rose Judy Dan WILLAMETTE UNIVERSITY MBA
  6. 6. Research
shows
that
any
collaborative
social
system
 (yellow
boxes)
will
span
the
organizational
chart.
 Na m e Ti l te Na m e Na m e Na m e Na m e Na m e Ti l te Ti l te Ti l te Ti l te Ti l te Na m e Na m e Na m e Na m e Na m e Na m e Na m e Na m e Na m e Na m e Na m e Na m e Na m e Na m e Ti l te Ti l te Ti l te Ti l te Ti l te Ti l te Ti l te Ti l te Ti l te Ti l te Ti l te Ti l te Ti l te Ti l te Hence,
while
the
vertical
org
chart
usually
controls
 resource
planning
and
performance
reporting,
work
 actually
gets
done
horizontally
 WILLAMETTE UNIVERSITY MBA
  7. 7. A
Typical
Case
For
Organizations
Today
 Fi r i a o n PJ VJ Fawkes M er i c Wei s Bouchar d Jot ani w N i ro g Ki pal ni r a Wol f R adom G oi s n Lyons Angel s o Bar t t e l Fei Jepson M oser Fr anz D ool n e Al xander e Foo Lyon Sant s o Schm i t d Young D ody Schw l al e i M at on o t Shi er n M aendl e O 'Lear y Li G r eenf l e id H owe H or n M yer s N ew gh bur Asakawa Evans M eehan N eo A
part
quality
escalation
issue
required
15
people
connecting
across
 the
organization
to
definitively
solve
a
chronic
problem.

.
.
The
only
 common
manager
was
the
CEO!
 WILLAMETTE UNIVERSITY MBA
  8. 8. But
what
types
of
networks?*
 Networks
of
Collaboration
 Networks
of
Ambition
   Builds
trust
and
excitement
   Power
and
competition
within
   Knowledge
is
shared
freely
and
 the
network
 openly
   Knowledge
is
hoarded
by
a
few
   Feels
generative;
“magical”
   Feels
guarded
and
“political”
   No
one
wants
to
leave
   People
are
happy
to
leave
when
   Emergence
of
well
being
 the
option
is
presented
   Emergence
of
separation
and
 pain
 *
Summarized
from
the
article,
“The
Nature
of
Social
Collaboration,”
by
Dennis
Sandow
and
Anne
Murray
Allen,
 Reflections
Journal,
May
2005
 WILLAMETTE UNIVERSITY MBA
  9. 9. And
what
type
of
emotion?
 Networks
of
Collaboration
 Networks
of
Ambition
 *
Summarized
from
the
article,
“The
Nature
of
Social
Collaboration,”
by
Dennis
Sandow
and
Anne
Murray
Allen,
 Reflections
Journal,
May
2005
 WILLAMETTE UNIVERSITY MBA
  10. 10. Human Systems What
does
it
mean
to
be
a
human
being
in
 today’s
world?
 What
do
we
believe
we,
as
humans,
want
 from
our
living?
 WILLAMETTE UNIVERSITY MBA
  11. 11. What is involved in building such organizations? Organizations
are
a
mental
concept
of
relationship
to
 which
people
are
drawn
by
hope,
vision,
values,
and
 meaning,
along
with
the
liberty
to
cooperatively
pursue
 them.

 Healthy
organizations
educe
behavior.

.
.

Unhealthy
 organizations
compel
behavior.
(emphasis
ours).

 
 
 
 
Dee
Hock,
founding
CEO
VISA
 WILLAMETTE UNIVERSITY MBA
  12. 12. Building Trust – A reinforcing cycle Trusting Understanding Collaborating Listening WILLAMETTE UNIVERSITY MBA
  13. 13. Consequences of not listening to others Increase costs Lack of trust Decreased Redundancy resources Misunderstanding Social Separation Internal Competition Fear Decrease in listening WILLAMETTE UNIVERSITY MBA
  14. 14. Cohesive
Social
Systems
 
   Focus
on
a
worthy
goal
   Conversations
for
conservation
   Accomplishment
vs.
change
   Healthy,
performance‐based
organizations
 o  Leadership
is
based
on
contribution,
not
position
 o  Conserve
curiosity
and
openness
 WILLAMETTE UNIVERSITY MBA
  15. 15. What
to
measure? 
 
Indicators
of
Social
Well‐Being
   Days
absent
due
to
illness
or
injury
   Employee
turnover
rate
   Response
to
survey
question:
“Would
recommend
this
 organization
to
a
friend
as
a
good
place
to
work.”
   Reported
pride
in
accomplishment
   Validated
pervasiveness
of
caring
by
co‐workers,
 customers,
and
other
stakeholders
   Observed
demonstration
of
joy
(group
and
individual)
   Photos
   On‐site
visits,
listening
for
tone
of
conversations
   Team
celebrations
(extent
of
participation
and

 

number
that
are
self‐organized)
   Other
???

 WILLAMETTE UNIVERSITY MBA
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