1. Success and !
Humanity in the !
™
Inspiring and!
iNnovative !
Enterprise!

2. Presentation Flow
• SHINE™ Overview
• SHINE™ The Model & The Elements
• SHINE™ The Foundation
• Feedback and Questions
shine!
Lindsay Ruiz!
™!
Artistry in Organizational Effectiveness!

3. Artistry – “a superior skill that you can learn
by study, practice, and observation.”
~www.thefreedictionary.com !!
shine!
Lindsay Ruiz!
™!
Overview!
Artistry in Organizational Effectiveness!

4. SHINE™
Success and Humanity in the Inspiring and
iNnovative Enterprise
The Notion of Artistry
Artistry in The SHINE™ Model is the result of developing "a superior
skill"
Artistry to achieve effectiveness permits to transcend the issues of
boundaries in structures because it focuses on where is the energy
rather than what to "fix," transforming events into momentum to
innovate, and translating momentum into tangible results from the
work (or development) that is being pursued
shine!
Lindsay Ruiz!
™!
Artistry in Organizational Effectiveness!

5. SHINE™
Success and Humanity in the Inspiring and
iNnovative Enterprise
The Vision of SHINE™
Humanity, Success, Innovation, and Inspiration are all holistically
taking into account when thinking about a strategy in order to
drive positive results at any level, from individual to organization.
SHINE™ envisions that, rather than looking at them as a
consequence of each other
shine!
Lindsay Ruiz!
™!
Artistry in Organizational Effectiveness!

6. What is The SHINE™ Model?
A research, theory-based tool
in applying artistry to
organizational effectiveness
It focuses on inspiration at the
core of strategies for
innovation, advancement, and
renewal in organizations
™

7. SHINE™
Success and Humanity in the Inspiring and
iNnovative Enterprise
The Elements of The SHINE™ Model
The Muse, The Land, The Palette, The Brilliance, and The Taste
are seen as path connectors as well as an energy attractors
that ignites the ability to perform and focus on achieving desired
outcomes.
Yet it is a flexible approach to help design what an organization
(or team, or individual) would want to achieve, and develop
corresponding capabilities to do the work (or the superior skill)
going beyond the standards of a framework.
shine!
Lindsay Ruiz!
™!
Artistry in Organizational Effectiveness!

8. shine!
Lindsay Ruiz!
SHINE™ is seen as a path of cycles that enables ™!
individuals and organizations to attract the
energy necessary to continue evolving and
becoming more and more skillful. Artistry in Organizational Effectiveness!
The Comfort with Cycles, No Frameworks
Developing "a superior skill" requires a constant work towards connecting and
balancing the elements of SHINE™ whereas individuals and organizations:
- Find a meaningful purpose for development (The Muse)
- Develop awareness and congruence through understanding their impact onto to
others (The Land)
- Focus on setting a system of support to ease development (The Palette)
- Make resources and experiences available to enable learnings (The Brilliance), and
- Refine how the creation of themselves is packaged to be brought back into the world
(The Taste) –
- It all starts over again!

9. til
d grow un
nity to change an ing.” !
s h as t he opportu H appy creat
"Each of u st breath. !!
our very la
N
" ~M.F. RYA

10. 3. The Palette
Conditions of Worth
People’s Talents
Awareness
Congruence
2. The Land
Culture & Leadership
Purpose
Direction
Resources
1. The Muse
Inspirational Strategy
4. The Brilliance
A Learning Structure
High-Performance
Momentum
Sustainability
Pride
5. The Taste
A Branding Philosophy

11. Main Principles of The SHINE Model
Each element of the model is an “Energy Attractor”
(Morgan, 2006)
As defined in the Gestalt approach and physics,
“Energy is the ability to do the work”
(Nevis, 2005)

12. Element Zero: “The Canvas”! Strategic Focus:
Who
Focus on the small
changes that can make
Source of Energy:
the largest impact
Inter-Connectivity
Concerned About:
The Organization, Department,
Unit, Team, Stakeholders
Desired Outcomes:
Achieving Organizational Goals
& Effectiveness

13. Strategic Focus:
Where
Element One: “The Muse”!
Source of Energy:
Inspiration at the core of Purpose
organizational strategies
results in innovation,
advancement & renewal
Concerned About:
Inspiration
Desired Outcomes:
A Vision, Direction, Priorities,
Roles & Resources
Organizational Potential:
Partnerships, Resilience,
Sustainability, Competitive
Advantage, Human and Social
Capital, Citizenship

14. Strategic Focus:
What
Element Two: “The Land”!
Source of Energy:
Culture & Leadership emerge
and evolve hand-in-hand Values
enabling awareness and
congruence in organizations Concerned About:
Culture & Leadership
Desired Outcomes:
Awareness & Congruence
Organizational Potential:
Empowerment, Commitment,
Collaboration, Empathy, Trust,
Consistency

15. Strategic Focus:
Why
Element Three: “The Palette”!
Source of Energy:
Conditions of Worth for Psychological Safety
organizational members
are fundamental for
Concerned About:
developing their talents
Worth
Desired Outcomes:
People’s Talents
Organizational Potential:
Authentic Expression of Feelings
and Attitudes, Trust in People’s
Capacity to Solve Problems, Open
Dialogue, Warmth, Freedom,
Guidance, Encouragement

16. Strategic Focus:
How
Element Four: “The Brilliance”!
Source of Energy:
A structure for Learning Evolution
empowers high-performing
environments in organizations
Concerned About:
The Learning Structure
Desired Outcomes:
High-Performance
Organizational Potential:
Validation of Assumptions,
Transference of Knowledge,
Risk Taking, Support Systems,
Reward Systems, Transparency

17. Strategic Focus:
Element Five: “The Taste”! When
Source of Energy:
An ever-evolving Branding
philosophy produces
Renewal
momentum, sustainability &
organizational pride
Concerned About:
The Branding Philosophy
Desired Outcomes:
Momentum, Sustainability,
Pride
Organizational Potential:
(See Next Slide)

18. Organizational Potential:
Corporate Brand: Who does the
Element Five: “The Taste”! organization want to attract?
What behaviors are members
(Cont.) more likely to reflect?
Leadership Brand: Presence,
Communications, Resilience, Will,
Ethics
Team Brand: Collaboration and
Healthy Competition
Product/Service Brand: Quality,
Innovation, Customer Loyalty and
Satisfaction
Environmental Brand: Social
Capital, Citizenship, Competitors

19. "Enthusiasm is the yeast that makes your hopes shine to
the stars. Enthusiasm is the sparkle in your eyes, the swing
in your gait. The grip of your hand, the irresistible surge of
will and energy to execute your ideas."
~Henry Ford!
shine!
Lindsay Ruiz! ©!
The !
Foundation!
Artistry in Organizational Effectiveness!

20. Main Theories Supporting The SHINE© Model
Highlights
Complexity Science (Morgan, 2006): openness to facilitate processes of
self-organization; learning the art of managing in changing contexts,
using small changes to create large effects (Butterfly Effect), and living
with continuous transformation and emergent order as a natural state of
affair.
Open Systems (Katz and Khan, 1978): “systems are cycles of events” - the
term events explains the nature of an organization’s structure and
boundary. These events provide identity and the chain of events (social
structures) between and among people, establish boundaries.
Non-Directive Leadership (Carl Rogers): helping to establish self-direction
through congruence, unconditional positive regard, active listening, and
empathetic understanding.
Intellectual Capital (Stewart, 1997; Moore & Craig, 2004): A Branding
Philosophy results from recognizing The Brand as the ultimate
intellectual capital asset and “as an end-in-itself for any and every
successful enterprise, undertaking, or corporate entity.”

21. Main Theories (Cont.)
Psychological Safety (Karen Horney): Five basic characteristics define
a safe environment: warmth, freedom, guidance, encouragement, and
healthy friction.
Learning Organizations (Senge, 1990): The five disciplines represent
approaches for developing three core learning capabilities: fostering
aspiration, developing reflective conversation, and understanding
complexity.
Culture and Leadership (Shein, 2004): “Culture is the result of a
complex group learning process only partially influenced by leader
behavior. But if the group’s survival is threatened because elements of
its culture have become maladapted, it is ultimately the function of
leadership at all levels of the organization to recognize and do
something about this situation.”
Transcendental Leadership (Gardiner, 2006): Transcendent Leaders
point to “an emphasis on interdependent to one on wholeness”
transcending their Self into compassionate being and action.
Transcendent leadership refers to an evolution of consciousness and
the ability to “lead from consciousness of wholeness.”

22. More Information or Feedback at
lindsayruiz@ushine-artistryod.com I www.ushine-artistryod.com I @ uShine_Artistry