20120830 hub thriving companies - cubrix.uk

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?”

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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

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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!

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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.

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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.

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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..

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Complexity
&
chaos

A
problem
is
a

conﬂict
between

two
necessary

condi@ons

Inclusivity

complexity

Stacey

CHAOS
Graves

Goldra_

Development

Grades
of

freedom

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A Management Dilemma

Source: Goldratt

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Life time expanctancy
CO2 production
World population
Computing power

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THE
WORLD
WILL
NOT
EVOLVE

PAST
ITS
CURRENT
STATE,

BY
USING
THE
SAME
THINKING

THAT
CREATED
THE
SITUATION.

ALBERT
EINSTEIN

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The
driving
forces
of
evoluSon

Sublimation

Agency Communion

Degeneration

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Principles of Agency & Communion

“The two principles allow each entity,
individual or group to act according to its
awareness, capabilities and best
understanding of its situation, provided it
does not conflict with current regulations or
interfere with the freedom of others to act
in obtaining a similar objective.

“Freedom stops when it interferes with the
freedom of others” (Levinas)

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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 & include

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fysiosfeer

biosfeer

noosfeer

Theosfeer
15
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4 dimensions of reality (AQAL)

Intention Individual Process
Values, consiousness, Behaviour
competences, drivers
The
New

Professional

I It
Inside Outside
We Its

Culture System
Verstehen, common values Policy, role model
Collective
Source: Wilber, Woodsmall
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Individual

Inten@on
Behaviour

I It

Inside
Outside

We Its

Cultural
System

Collec@ve

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DeﬁniSon
of
sustainability
and

responsibility
(SD
&
CSR)

Corporate Sustainability
•  growth and development of the organisation
•  expression of competences, ambitions and
potentiality (Agency)
 Enablers (GEM)

Corporate Responsibility
•  accountable for the impact on the environment
•  responsive towards the environment
•  responsible for the growth and development of the
society (Communion)
 Result areas (GEM)
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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
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PARADIGMS
of
CHANGE

Inclusivity
Paradigm
of
connectedness

complexity

Paradigm
of
control

Autority
paradigm

Development

Grades
of
freedom

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Authority paradigm

Paradigm of
control

Paradigm of connectedness

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Clare Graves (1914 – 1986))

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Aspects
of

organisaSon
types

GEM Development paths Other aspects:

4. Leadership 1.  People
5.  Strategy 2.  Culture
6.  People management 3.  Structure
7. Communication and
decisionmaking 11. Sustainable entrepreneurship
8.  Learning and innovation 12. Responsible entrepreneurship
9.  Resource management 13. Expectations towards
10. Process management governments
14. Examples
15. Failures

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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.
Rituals and story-telling represent the relevant
knowledge

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Power organisation
Context:
Limitless challenges; scares resources, life's 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,
perseverance
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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 innovations
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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.

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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
academies
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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.

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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;
Personal and professional development; learning
organisations focused at common ambitions;
social innovations.
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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.

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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 breakthroughs

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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.

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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..

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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.

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Structure
of
the
Cubrix

Development

Paths

(Enablers)

R A
E R
S E
U A
L S
T
Development

phases

Organisation……development......performance

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The
Cubrix

Holism
Synergy
Community
Success
Order
Power
Security

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ApplicaSons
based
on
the
Cubrix:

•  Organization matrix
•  Seven types of organization
•  Four types of project management
•  Four ambitions for change

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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
Order

Power-energy Boss: authoritarian, decisive, competitive, corrective

Security Founder: role model, mediator, story teller, Pater Familias
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The
seven
types
of
organisaSon

Inclusivity

complexity

Development

Grades
of
freedom

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Improve

DO

Vitalise

Op:mise

PLAN
Re-‐orient
CHECK

Transform

IMPROVE

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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.

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(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.

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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.

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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.

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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.

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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

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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
-‐
www.cubrix.nl

CONTACT

Marcel
van
Marrewijk

email:
marcel@vanmarrewijk.nl

gsm:
06
8
1953
777

proﬁel:
h_p://www.mindz.com/proﬁles/Marcel_van_Marrewijk

Plaza:
www.cubrix.nl

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
-‐
www.cubrix.nl

20120830 hub thriving companies - cubrix.uk

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