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20120830 hub thriving companies -


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Presentatie van Marcel van Marrewijk voor Experience Integral on Thriving Companies

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20120830 hub thriving companies -

  1. 1. 29  August  2012     Hub  Amsterdam  The  Cubrix  Integral  framework  for  organisa1on  development  and  performance  improvement  Marcel  van  Marrewijk   STEWARDING ORGANIZATIONS TO BECOME TOP FIT AND BEAUTIFUL How do we best play our part in the development of thriving organizations?” Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  2. 2. AGENDA  •  Thriving  Organiza@ons  •  My  queeste  for  an  integral  framework   •  Complexity   •  Phasewise  development  and  contexts  •  A  sound  concept  for  CS  &  CSR  •  Basic  concepts:   •  Spiral  Dynamics  (SD)   •  AQAL  –  Wilber   •  Global  Excellence  Model  (GEM)  •  The  Cubrix  •  Applica@ons  based  on  the  Cubrix:   •  Sustainability   •  Change  management   •  Project  management   Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  3. 3. Happiness  pyramid   Support others (building together) Sense making Do whats fits you (dreams and passions) Satisfaction Apply your core qualities Accept, and appreciate what is (being) Pleasure It starts with happiness.. It will provoke the rest!Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  4. 4. CREATING  SUSTAINABLE     PERFORMANCE     HBR:  GRETCHEN  SPREITZER  AND  CHRISTINE  PORATH   What  makes  for  sustainable  individual  and  organiza@onal  performance?     Employees who are thriving - not just satisfied and productive, but also engaged in creating the future. People who fit this description demonstrated: •  16% better overall performance •  125% less burnout •  32% more commitment to the organization •  46% more job satisfaction than their peers.Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  5. 5. THRIVING  PERFORMANCE     HBR:  GRETCHEN  SPREITZER  AND  CHRISTINE  PORATH   Thriving has two components: •  vitality, or the sense of being alive and excited, and •  learning, or the growth that comes from gaining knowledge and skills. Four mechanisms create the conditions for thriving: 1.  providing decision-making discretion 2.  sharing information about the organization and its strategy 3.  minimizing incivility (lack of good manners) 4.  offering performance feedback.  Helping people grow and remain energized at work is valiant on its own merits—but it can also boost performance in a sustainable way.Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  6. 6. BPR-­‐Toolbox  The  BPR-­‐Toolbox  is  a  secured  online  environment  that  supports  employees    in  enhancing  their  engagement,  produc1vity  and  resilience/  vitality  with  respect  to  (lifestyle)  risics  in  their  workplace.  BPR-­‐Toolbox  integrates  insights+advice+support  "  BPR-­‐Scan     measures  your  actual  situa@on  and  percep@ons   science  inside  (quality  of  hi-­‐end  survey  –  compacter)   BPR-­‐Toolbox  "  Personal  Advice  Report  BPR   •   Exployees   reveals  the  most  important  outcomes  and  generates  your  top  5     •   Organisa@ons    performance  improvements   •   Professionals   •   Scien@sts  "  Products  and  services     Supports  you  with  selected  products  (oZen  free  or  sharply  priced)   •   Arbo-­‐  services    that  fits  your  characteris@cs    Personal  zone  of  influence  "   You  decide  yourself  what  you  want  to  do    and  what  products  and  services  you  what  to  apply..  Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  7. 7. Complexity  &  chaos   A  problem  is  a   conflict  between   two  necessary   condi@ons     Inclusivity   complexity   Stacey     CHAOS Graves   Goldra_   Development   Grades  of   freedom  Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  8. 8. A Management Dilemma Source: GoldrattSpectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  9. 9. Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  10. 10. Life time expanctancyCO2 productionWorld populationComputing power Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  11. 11. THE  WORLD  WILL  NOT  EVOLVE   PAST  ITS  CURRENT  STATE,     BY  USING  THE  SAME  THINKING   THAT  CREATED  THE  SITUATION.   ALBERT  EINSTEIN  Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  12. 12. The  driving  forces  of  evoluSon   SublimationAgency Communion DegenerationSpectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  13. 13. Principles of Agency & Communion“The two principles allow each entity,individual or group to act according to itsawareness, capabilities and bestunderstanding of its situation, provided itdoes not conflict with current regulations orinterfere with the freedom of others to actin obtaining a similar objective.“Freedom stops when it interferes with thefreedom of others” (Levinas)Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  14. 14. FILOSOPHICAL  BASIS   Holon = whole/part Holarchies: Sensation Atom Selfsufficiancy Perception Archaic Molecule Feodal Impuls Magic Cel Colonial Emotion Mythic Complex cel Mercantile Symbol Rational ..... Klassic Concept Centauric Reptile brain Capitalistic Rule Cortex Social-market Neocortex Interdependent Transcend & includeSpectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  15. 15. fysiosfeer biosfeer noosfeer Theosfeer 15Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  16. 16. 4 dimensions of reality (AQAL) Intention Individual Process Values, consiousness, Behaviour competences, drivers The  New   Professional   I ItInside Outside We Its Culture System Verstehen, common values Policy, role model Collective Source: Wilber, Woodsmall Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  17. 17. Individual   Inten@on   Behaviour   I It Inside   Outside   We Its Cultural   System   Collec@ve  Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  18. 18.  DefiniSon  of  sustainability  and  responsibility  (SD  &  CSR)  Corporate Sustainability•  growth and development of the organisation•  expression of competences, ambitions andpotentiality (Agency) Enablers (GEM)Corporate Responsibility•  accountable for the impact on the environment•  responsive towards the environment•  responsible for the growth and development of thesociety (Communion) Result areas (GEM)Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  19. 19. Global  Excellence  Model     (GEM,  variaSon  on  INK/EFQM+)      Enablers            Result  areas   Communication & Decisionmaking Good   Employership   People Mgmt Proces- Good  Entre-­‐ Leader- Strategy ses preneurship   ship Resources Good   Learning & Innovation Ci@zenship   People Stakeholders   Planet Profit Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  20. 20. PARADIGMS  of  CHANGE   Inclusivity   Paradigm  of  connectedness   complexity   Paradigm  of  control   Autority  paradigm   Development   Grades  of  freedom  Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  21. 21. Authority paradigmParadigm ofcontrolParadigm of connectednessSpectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  22. 22. Clare Graves (1914 – 1986))Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  23. 23. Aspects  of    organisaSon  types  GEM Development paths Other aspects:4. Leadership 1.  People5.  Strategy 2.  Culture6.  People management 3.  Structure7. Communication and decisionmaking 11. Sustainable entrepreneurship8.  Learning and innovation 12. Responsible entrepreneurship9.  Resource management 13. Expectations towards10. Process management governments 14. Examples 15. Failures Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  24. 24. Clan organisatie Context: A frightening, mysterious world Core value: Security Structure: Small social entities; bonding order (tribes) Scope: We are but a small and modest part of the world - given to us by the Gods, the natural spirits and our ancestors - and should be left intact. Interventions: Story-telling, boosting pride; creating new story lines securing identity and meaning, new rituals. Learning & Innovation Rituals and story-telling represent the relevant knowledgeSpectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  25. 25. Power organisation Context: Limitless challenges; scares resources, lifes a jungle; negative-sum game Core values: Exploitation, conquering, domination Structure: Strictly hierarchical, supporting the top dog Drive: The world is there to conquer, or at least control or safeguard its scares and vital resources. Interventions: Rule, directive assignments, force, seduction, temptation, bribing, blackmailing and negotiate when powers are equal. Learning & innovation: Copying, mimicking, follow the role models, perseveranceSpectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  26. 26. Bureaucratic Context: organisation Ordered relationships requiring legitimization in order to ensure stability and security for the future. Core values: Belief (in (higher) authorities Structure: Strictly hierarchical; according rules and procedures; machine bureaucracy Drive: Rules and contracts secure control and stability Interventions: Plan oriented; fragmentation and reduction of complexity; phase wise, step by step; controlled environment; cascading tasks and budgets; monitoring and applying new rules Learning & Innovations: Reproduction, meeting standards; certification; product innovationsSpectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  27. 27.  Context  and  values  relates  CS  &  CSR   BureaucraSc  organisaSon:     Compliance-­‐driven   Corporate  Sustainability  (CS)   Corporate  Responsibility  (CR)   Providing  welfare  to  society,   Trust  me.     within  the  limits  of  regula@ons   from  the  righbul  authori@es.   Apart  from  lawful  authori@es   In  addi@on,  organiza@ons   such  as  inspec@ons,  chambers   might  respond  to  charity  and   of  commerce  and  tax,   stewardship  considera@ons.   organisa@ons  decide  what   CS  is  perceived  as  a  duty   informa@on  will  be  send  to   and  obliga@on,  or  correct   whom.   behaviour.   Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  28. 28. Effective organisations Context: Many viable alternatives for progress, prosperity and material gain since change is the nature of things Core values: Achieving; applying best practices Structure: Active hierarchies, with division structures or matrix organisations Interventions: Targets; bonuses; diagnoses and problem solving; negotiation; incremental improvements Learning & Innovations: Process innovations; product differentiation; investing in personal development; corporate academiesSpectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  29. 29.  Context  and  values  relates  CS  &  CSR   EffecSve  organisaSon:  profit-­‐driven   Corporate  Sustainability  (CS)   Corporate  Responsibility  (CR)   Integra@on  of  social,  ethical   Tell  me.   and  ecological  aspects  into   business  opera@ons  and   Publically  accountable  for   decision-­‐making,  provided  it   performance,  especially  when   contributes  to  the  financial   their  willingness  to  do  so   bo_om  line.     contributes  to  their  status  and   The  mo@va@on  for  CS  is  a   reputa@on.     business  case:  financial  results   Unfortunately,  green  washing   can  be  due  to  e.g.    improved   and  other  cheap  communi-­‐ca@on   reputa@on,  stakeholder   methods  are  applied  in  order  to   loyalty,  an@-­‐waste   create  a  world  of  make-­‐belief.     programmes.     Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  30. 30. Professional organisation Context: The gap between people and their (material) possibilities has become disproportionately large Core values: Belonging, idealism, care, solidarity, empathy Scope The world is one village Structure: Flat or reverse structures Interventions Co-makership; building trust; stakeholder engagement; appreciative inquiry; providing feedback; Learning & Innovation Personal and professional development; learning organisations focused at common ambitions; social innovations.Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  31. 31.  Context  and  values  relates  CS  &  CSR   Professional  organizaSon:  care-­‐driven  and  engaged   Corporate  Sustainability  (CS)   Corporate  Responsibility  (CR)   Balancing  economic,  social   Show  me.   and  ecological  concerns,   which  are  all  three  important   Organisa@ons  are  accountable   in  themselves.  CS  ini@a@ves  go   for  their  impact  on  the  society   beyond  legal  compliance  and   and  their  environment.     beyond  profit  considera@ons.   Through  dialogues  with   The  mo@va@on  for  CS  is  that   stakeholders  or  otherwise   human  poten@al,  social   their  representa@ves.     responsibility  and   care  for  the  planet  are  as  such   important.   Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  32. 32. Network organisation Context Complex problems that cannot be solved within the current systems as awareness of broad interconnections grows. Core values Insight, understanding, sustainability, long-term orientation, Structure: Meshworks; pragmatic, interactive entities that cope with complexity, uncertainty, and paradoxes; temporary coalitions; transparency. Drive: Self organisation; alignment of personal and collective objectives Interventions: Removing barriers; connecting with all stakeholders; focusing at added values in the entire chain; creating disruptive breakthroughsSpectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  33. 33.  Context  and  values  relates  CS  &  CSR   Meshwork  or  network  organisaSon:  together-­‐win   Corporate  Sustainability  (CS)   Corporate  Responsible    (CR)   The  search  for  well-­‐balanced,   Engagement  with  the  society   func@onal  solu@ons  crea@ng   at  large,  beyond  the  interests   value  in  the  economic,  social   of  the  stakeholders.   and  ecological  realms  of   corporate  performance,  in  a   It  provides  a  source  of   synergis@c,  win-­‐together   informa@on  that  brings  vital   approach  with  all  relevant   understanding  on  societal   stakeholders.     dynamics,  providing  new   CS  is  recognised  as  being  the   impulses  for  sustainable   inevitable  direc@on  progress   development.   takes.   Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  34. 34. Fluid organisation Context: The consequences of human activities are threatening our living systems. Core values: Linkage with your (living) environment; focus on the quality of the ecosystem Structure: The borders of organisations are permeable; virtual Drive: Living out inner peace and unity with the whole. Interventions: Focus on sustainable value creation, unconditionally. Learning & innovation Inner world and outer world are contineously balanced, which will boost and deapen awareness and grounding capacities..Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  35. 35.  Context  and  values  relates  CS  &  CSR   Fluid  organisaSon:  holisSc   Corporate  Sustainability  (CS)   Corporate  Responsibility  (CR)   Fully  integrated  and  embedd-­‐ Each  person  or  organiza@on   ed  in  every  aspect  of  the   has  a  universal  responsibility   organiza@on,  aimed  at   towards  all  other  beings.   contribu@ng  to  the  quality  and   con@nua@on  of  life  of  every   being  and  en@ty,  now  and  in   the  future.   The  mo@va@on  for  CS  is  that   sustainability  is  the  only   alterna@ve  since  all  beings   and  phenomena  are  mutually   interdependent.     Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  36. 36. Structure  of  the  Cubrix   Development   Paths   (Enablers)   R A E R S E U A L S T Development   phases   Organisation……development......performanceSpectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  37. 37. The  Cubrix   Holism SynergyCommunity Success Order Power SecuritySpectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  38. 38. ApplicaSons  based  on  the  Cubrix:   •  Organization matrix •  Seven types of organization •  Four types of project management •  Four ambitions for changeSpectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  39. 39. Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  40. 40. Valuebased leadership Holism Spiritual leader: Vulnerable, leading the mission; inspiring Synergy Emergent Leader: visionary, communicative, challenging, long term orientation Community Servant Leader: supportive, caring, personal growth, forgiving, coaching, emphatic Success Entrepreneur: courage, rewarding, result oriented, accountability Manager: facilitator, purposeful, monitoring, planning & control OrderPower-energy Boss: authoritarian, decisive, competitive, corrective Security Founder: role model, mediator, story teller, Pater Familias Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  41. 41. The  seven  types  of  organisaSon   Inclusivity   complexity   Development   Grades  of  freedom  Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  42. 42. Improve   DO   Vitalise   Op:mise  PLAN   Re-­‐orient   CHECK   Transform   IMPROVE  Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  43. 43. AmbaSon  for  change  (1)  Vitalise  Rejuvenate  the  fundaments  of  an  organisa@on,  turning  unhealthy  states  into  healthy  ones.  As  these  quali@es  are  part  of  our  collec@ve  repertoire,  suppor@ng  our  current  value  system,  revitalisa@on  is  rela@vely  simple  and  oZen  very  effec@ve.  Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  44. 44.  (Re)vitalise  Community   Consensus  in  the  process  of  decisionmaking;  equality;  engagement   with  all  relevant  stakeholders;  harmony;  empathy;  solidarity;  care   Success   Usefull  and  effec@ve;  contribute  to  the  profitability  orbranding   Order   Keeping  promises,  respec@ng  agreements;  evaluate  rules  and   procedures  according  their  effec@veness;  adequate  administra@on   and  repor@ng;  clear  guidelines;  efficiency   Power   Organise  decisionmaking  and  legimity;  supor@ng  a  figure  head;   ignite  passion  and  willpower,  support    can-­‐do  mentality.   bevorderen   Security   Strengthening  the  bonding,  securing  safety  and  con@nuity;   revitalizing  common  iden@ty;  cul@vate  pride.  Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  45. 45. AmbiSon  for  change  (2)  OpSmise    Crea@ng  op@mal  performance,  while  remaining  in  the  same  value  system;  geing  out  the  most  of  current  ins@tu@ons;  perfect  implementa@on  of  best  prac@ces.  Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  46. 46. AmbiSon  for  change  (3)  ReorientaSon  Focusing  at  (systemic)  bo_lenecks  and  changing  strategic  priori@es  and  goals;  flexible  responses  to  changing  situa@ons  (not  beings  contexts),  while  applying  the  ways  of  working  accustomed  to  the  dominant  value  system.   Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  47. 47. AmbiSon  for  change  (4)      Transform    When  new  challenges  can  no  longer  be  matched  by  the   complexity  of  the  current  value  system,  new  ways  of   working  must  emerge  in  order  to  generate  adequate   responses.    It  implies  new  paradigm  shiZs  in  all   disciplines  within  an  organisa@on.  Inclusive  pa_erns   must  shiZ  from  dominance  to  suppor@ng  the  emerging   ins@tu@ons  matching  the  new  complexi@es.   Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  48. 48. Transform   •   alfa  phase;  status  quo   •   bèta  phase  /  agony   •   gamma  trap    /  chaos   Inclusivity   •   delta  wave  /  integra@on  phase   complexity   •   new  alfa  phase  /  new  status  quo     new  α   α          β                    δ   Development   γ   Grades  of  freedom  Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  49. 49. Project  management   Change  of  working  methods   Meshwork   •   Formulating  an   ambition  and              creating  a   Consensus                      network   •   aligning        common     Feasibility        goals   •   Development   of  an  effec@ve  Trajectory:   approach  •   Lineair  •   target  oriënteert  •   phasewise   Increasing  complexity  implementa@on   Spectrum    for  organisa1on  development  and  performance  improvement  -­‐  
  50. 50. CONTACT   Marcel  van  Marrewijk   email:   gsm:  06  8  1953  777   profiel:  h_p://   Plaza:   App:  Cubrix  (I-­‐tunes)   Postbus    11294   3004  EG  Ro_erdam   Bronnen:   •     Cubrix,  zicht  op  organisa@eontwikkeling  en        Performanceverbetering  (M.  Van  Marrewijk)   •   Spiral  Dynamics  (Beck  &  Cowan  )  Spectrum    for  organisa1on  development  and  performance  improvement  -­‐