The Integral Leader
Summer School 2013: Becoming an Outstanding Leader
University of Wales, Trinity Saint David, Lampeter
26 June 2013
Charles Hampden-Turner and Fons Trompenaars
Your clients and partners
Doing More with Less: Main levers to pull
Einstein: "You can't solve a problem at the same
level it was created"!
Whilst all organizations share the same
types of problems during these difficult
times, their approach to them is usually
culturally biased and often set in their past.
New innovative solutions are required that
are grounded in sharp strategy, understand
the organization's values, reconcile the
competing demands of the perspectives of
all stakeholders including shareholders,
employees and customers, plus solid
branding and impeccable design.
Approaching Dilemmas: Navigating Strategic Tensions
To Create Wealth is
to combine Values that are not easily joined…..
Therefore scarce...
Therefore profitable….
And that is what servant leaders do
Servant Leadership (Greenleaf)
“Servant Leadership is enabling
others to perform better”
Main dilemmas (1)
On the one hand …
On the other hand …
We see collaboration as important for the
ongoing success of the service provision
We want to have shared facilities and
“one stop shops” with other public
services
We need to standardize our systems to
ensure the long-term sustainability of the
organization
We want to ensure that we are properly
recognized for our contributions
We want to retain our separate identity
and role
We need high levels of professional
specialist expertise to deliver specialist
care
We need to develop new ways of
delivering care across professional
boundaries by multi-skilled workers
Many of our systems vary throughout
each project and are well received and
understood by all
6
Main dilemmas (2)
On the one hand …
On the other hand …
People working close to the patients are
experts of the issues at that level. We
want to encourage individuals to
participate their ideas and experience to
this change process from the bottom up
NHS faces financial pressures and cost
saving schemes being developed
Development and change is required to
meet future needs and requirements
We want to focus on what we do well as
an organization to ensure we deliver
excellent services to our customers
Our organization is large and requires
strong, top-down leadership to manage
this change process
Developing patient-centered care that is
safe, timely, efficient and effective
If it works don´t fix it
We need to work in partnership with other
organizations to deliver results more
efficiently
7
This approach leads to concrete and measurable actions…
Impact
Realize and
Root
Reconcile
Respect
Implement
Reconciling Actions
Resolve
Cultural
Differences
Appreciate
Cultural
Differences
Recognize
Increase
Awareness
Time
Core Proposition
“Servant leaders have the propensity and competence to
help organizations and its teams reconcile dilemmas for
better sustainable performance”
Some hard evidence
Some hard evidence
Our research reveals that propensity to reconcile dilemmas correlates
with bottom line business performance
Correlation
(Spearman’s coefficient of rank correlation)
Correlation between reconciliation and 360o feedback by
peers and subordinates
0.71
Correlation between reconciliation and bottom line business
performance in profit centre/budget stream
0.69
Source: 21 Leaders for the 21st Century p429
Some soft evidence
6. Customer is always “right”
versus anticipate customers needs
1. To develop our people
versus to become more cost
conscious
Corporate
Effectiveness
& Efficiency
5. Global or standardized)
products versus local tastes,
particular markets
10. Satisfy our customers at all
costs versus shareholder value
8. Operational Agility
versus strategic clarity
Employee
Development
& Learning
2. Reward our people
for their mastery
versus Reward our
shareholders for their
faith in us
7. Equal opportunities
versus positive
discrimination
Satisfaction of
the Client
4. Reputation in wider
community versus
serve our customers
wants
9. Leverage intellectual
capital versus
innovative projects
Shareholder
Returns
& Financial
Performance
3. Keep short-term cash flow
versus Invest in long-term
sustainability
Contributions
to Society
What is Culture?
Please define culture
A model of culture
Physical
contact
Language
Work ethic
Food
Expression
of emotion
Meeting style
Rhythm & Pace
Architecture
Behaviour
Dress
Literature
A model of culture
Explicit
Culture
Culture as a Normal Distribution
For
example
US
Culture
Stereotype
French
Culture
Stereotype
A model of culture
Explicit
Culture
Basic
Assumptions
Implicit
Culture
About Culture
Is a dynamic process of solving human problems/dilemmas
in the areas of…
- Human Relationships
- Time
- Nature
01
Rules versus Exceptions
02
Individual versus Team
03
Control versus Passion
04
Specific versus Diffuse
05
Lord versus Servant
06
Sequential versus Synchronic
07
Inner versus Outer Orientation
01/ The Car Accident
What happens to your friend?
01/ What right does your friend have?
A.
My friend has a definite right as a
friend to expect me to testify to the
lower figure.
B.
He has some right as a friend to
expect me to testify to the lower figure.
C.
He has no right as a friend to expect
me to testify to the lower figure.
01/ Dilemma:
INTEGRITY
The top 2 of your corporate values are:
1. Integrity
2. We respect the cultures of others
Please discuss in the context of these values what your answer
would be…
01/ Universalism vs Particularism
• Consistency
• Systems, standards &
• Flexibility
• Pragmatic
rules
• Uniform procedures
• Make exceptions
• “It depends”
• Demanding of clarity
• Letter of the law
• At ease with ambiguity
• Spirit of the law
01/ Universalism
Friend has no/some right and would not help
Switzerland
97
Canada
93
USA
93
92
Sweden
United Kingdom
91
Australia
91
Netherlands
90
Germany
87
83
Czech Rep
France
73
Singapore
69
68
Japan
Mexico
64
India
54
China
47
Russia
44
37
Korea
Venezuela
32
0
20
40
60
80
100
01/ Universalism
Friend has no/some right and would not help
Switzerland
97
WSS
94
Canada
USA
93
93
Sweden
United Kingdom
92
91
Australia
91
Netherlands
Germany
Czech Rep
90
87
83
France
73
Singapore
Japan
69
68
64
Mexico
India
China
Russia
54
47
44
37
Korea
Venezuela
32
0
20
40
60
80
100
Corporate
Effectiveness
& Efficiency
Employee
Development
& Learning
Shareholder
Returns
& Financial
Performance
Global or standardized
products versus local
tastes, particular markets
Satisfaction
of the Client
Contributions
to Society
01/ Dilemma
Globalism and Localism
Global Standards
(Critical Mass)
Cultural Diversity
(Differing solutions)
Globalization vs. Localism
Global centralized
Global Corporation
Multi-Local Corporation
Decentralized Multinational
Global centralized
Globalization vs. Localism
Transcultural Corporation
International Corporation
Decentralized Multinational
Universalism versus Particularism - dilemmas
On the one hand …
On the other hand …
Innovation
We need to ensure that staff are aware of, and work We should allow staff to work in an innovative way
to, policies and procedures laid down for the delivery to get things done in response to customer need
of effective services
We understand the importance of consistent
We have many differing cultures within our teams
organizational/team culture on innovation
and organizations which create different
approaches
Sustainability
We need to standardize our systems to ensure the
long-term sustainability of the organization
Many of our systems vary throughout each project
and are well received and understood by all
Collaboration
We want to have shared facilities and “one stop
We want to retain our separate identity and role
shops” with other public services
We need to streamline and homogenize our
We need to ensure that the service is sufficiently
processes and procedures to deliver maximum
bespoke to deal with the problems faced by those
benefits from the collaboration and how we deliver
people requiring our services
services to a greater number of people
31
01/ Main Challenges
1. Mass-Customization
2. Co-Opetition
3. It is Cool to be emotional
4. Moments of Truth
5. Servant Leader
6. Just In Time Synchronizing Sequences
7. Pushing through the Pull
01
Universalism versus Particularism
02
Individualism versus Communitarianism
03
Neutral versus Affective
04
Specific versus Diffuse
05
Achievement versus Ascription
06
Sequential versus Synchronic
07
Internal versus External Control
02/ Individualism versus Communitarianism
a) One said: ‘It is obvious that if one has as
much freedom as possible and the maximum
opportunity to develop oneself, the quality of
one’s life would improve as a result.’
b) Another said: ‘If the individual is continuously
taking care of his or her fellows then the
quality of life for us all will improve, even
if it obstructs individual freedom and
individual development.’
02/ Individualism
Percentage opting for individual freedom
Israel
Canada
USA
Denmark
Netherlands
Finland
Australia
UK
Sweden
Russia
Germany
Italy
Brazil
Indonesia
Singapore
China
France
Japan
India
Mexico
Egypt
89
71
69
67
65
64
63
61
61
60
53
52
44
44
42
41
41
39
37
32
30
0
20
40
60
80
100
02/ Individualism
Percentage opting for individual freedom
Israel
Canada
USA
Denmark
Netherlands
Finland
Australia
UK
Sweden
Russia
Germany
Italy
Brazil
Indonesia
Singapore
China
France
Japan
WSS
India
Mexico
Egypt
89
71
69
67
65
64
63
61
61
60
53
52
44
44
42
41
41
39
39
37
32
30
0
20
40
60
80
100
02/ Dilemma Reconciliation
The Individual and the Team
Case Study:
Individual Performance versus Team Spirit
02/ The Individual and the Team
Reward Individual Performance
Stimulate Team Co-operation
Individual Motivation
02/ Dilemma Reconciliation
(1,10) Me, Myself and I
withholding Information
Reward Teams for
Individual Creativity
(10,10)
AND
Reward
Individuals
for Team
Work
(5,5)
Go for the Small
team
Team Mediocrity (10,1)
Team Motivation
Individualism versus Communitarianism - Dilemmas
On the one hand …
On the other hand …
Collaboration
I want to be unique and work alone
We see collaboration as important for the
ongoing success of the service provision
I want to develop with other colleagues
and work collaboratively
We want to ensure that we are properly
recognized for our contributions
02/ Main Challenges
1. Mass-Customization
2. Co- Opetition
3. Moment of Truth
4. It is Cool to be Emotional
5. Servant Leader
6. Just In Time Synchronizing Sequences
7. Pushing through the Pull
01
Universalism versus Particularism
02
Individualism versus Communitarianism
03
Neutral versus Affective
04
Specific versus Diffuse
05
Achievement versus Ascription
06
Sequential versus Synchronic
07
Internal versus External Control
03/ Neutral versus Affective
In my society, it is considered unprofessional to express emotions overtly.
Please select your position on the statement above:
A. Strongly agree
B. Agree
C. Undecided
D. Disagree
E. Strongly disagree
03/ Neutral versus Affective
Percentage not expressing emotions overtly
81
Ethiopia
Japan
Hong Kong
China
India
Canada
Denmark
Portugal
Sweden
UK
USA
Brazil
Italy
France
Argentina
Russia
Spain
Egypt
Kuwait
74
%
64
55
51
49
48
47
46
45
43
40
33
30
28
24
19
18
15
0
20
40
60
80
100
03/ Neutral versus Affective
Percentage not expressing emotions overtly
Ethiopia
Japan
Hong
WSS
China
India
Canada
Denmark
Portugal
Sweden
UK
USA
Brazil
Italy
France
Argentina
Russia
Spain
Egypt
Kuwait
81
74
64
%
57
55
51
49
48
47
46
45
43
40
33
30
28
24
19
18
15
0
20
40
60
80
100
03/ Neutral versus Affective
Myers Briggs Type Indicator (MBTI)
DILEMMA
How to select the Right Person?
Myers Briggs Type Indicator (MBTI)
03/ Neutral versus Affective
Emotions in Control
03/ Neutral versus Affective
Emotions in Control
Emotions and head in Control
03/ Neutral versus Affective
(1,10)
Analysis, Paralysis
Heart in Passion
Emotions and head in Control
03/ Neutral versus Affective
(10,1)
Loving Neurotic
Heart in Passion
Emotions and head in Control
03/ Neutral versus Affective
(10,10)
Continually checking what
your heart communicates
Heart in Passion
Corporate
Effectiveness
& Efficiency
Employee
Development
& Learning
Satisfaction
of the Client
4. Reputation in
wider community
versus serve our
customers wants
Shareholder
Returns
& Financial
Performance
Contributions
to Society
01
02
03
04
05
06
07
Rules versus Exceptions
Individual versus Team
Control versus Passion
Specific versus Diffuse
Lord versus Servant
Sequential versus Synchronic
Inner versus Outer Orientation
04/ Specific versus Diffuse
Specific versus Diffuse
PUBLIC
PRIVATE
04/ Specific versus Diffuse
Specific Relationship
04/ Specific versus Diffuse
PUBLIC
PRIVATE
04/ Specific versus Diffuse
No Relationship
04/ Specific versus Diffuse
PRIVATE
PRIVATE
Diffuse Relationship
04/ Specific versus Diffuse
PRIVATE
PUBLIC
Danger Zone
04/ Specificity
A boss asking to paint his house
The colleague argues:
You don’t have to paint the house if you don’t feel like it. He is your
boss in the company. Outside the company, he has little authority
The subordinate argues:
Despite the fact that I don’t feel like it, I will paint the house
anyway. He is my boss and you cannot ignore it outside your
work either.
04/ Specificity
Would not paint the house
Sweden
Netherlands
Denmark
UK
Canada
USA
Australia
Japan
Mexico
Thailand
Greece
Belgium
Korea
Singapore
Venezuela
Kuwait
Nigeria
China
91
91
89
88
87
%
82
78
71
70
69
67
66
65
58
52
47
46
32
0
20
40
60
80
100
04/ Specificity
Would not paint the house
WSS
Sweden
Netherlands
Denmark
UK
Canada
USA
Australia
Japan
Mexico
Thailand
Greece
Belgium
Korea
Singapore
Venezuela
Kuwait
Nigeria
China
95
91
91
89
88
87
%
82
78
71
70
69
67
66
65
58
52
47
46
32
0
20
40
60
80
100
04/ Communication in high and low context
Diffuse
A larger context
Specific
A smaller context
(from general to specific)
(from specific to general)
To develop our people
versus to become
more cost conscious
Employee
Development
& Learning
Shareholder
Returns
& Financial
Performance
Corporate
Effectiveness
& Efficiency
Satisfaction
of the Client
Contributions
to Society
From the Balanced to the Integrated Score Card
Balanced Score Card
Dilemma…
From the Balanced to the Integrated Score Card
Specific Financial
Performance
Diffuse
Development of
People
Specific financial performance
From the Balanced to the Integrated Score Card
(10,10)
Integrated
growth:
Cost cutting
yourself
(1,10)
Train for
Cost
Cutting
(10,1)
Subsidised
seminar
Interests in future innovating and learning
Corporate
Effectiveness
& Efficiency
Employee
Development
& Learning
Positive
discrimination versus
equal opportunities
Shareholder
Returns
& Financial
Performance
Satisfaction
of the Client
Contributions
to Society
Report ------ Rapport (Deborah Tannen)
Specific versus Diffuse - Dilemmas
On the one hand …
On the other hand …
Innovation
We need high levels of professional specialist
expertise to deliver specialist care
Innovation is encouraged
We need to develop new ways of delivering
care across professional boundaries by multiskilled workers
Status quo is preferred
Sustainability
Funding for staff and services is decreasing
Workload and expectation is ever increasing
We need to make the organisation financially
We need to deliver best possible care for our
stable in order to function
patients which may require spending money
Collaboration
I am constantly being asked to engage in
command and control management as it is
believed that this will deliver rapid results
To be truly effective we need to acknowledge
that health care is a complex adaptive process
and that working in uncertainty is creative
We need to be accountable as an individual
health organization to meet the needs of our
population
We want to work effectively in collaboration
with other organizations to meet the needs of
our population
01
02
03
04
05
06
07
Rules versus Exceptions
Individual versus Team
Control versus Passion
Specific versus Diffuse
Lord versus Servant
Sequential versus Synchronic
Inner versus Outer Orientation
07/ Internal versus External Control
A. What happens to me is my own doing.
B. Sometimes I feel that I do not have enough control
over the direction my life is taking.
07/ Internal versus External Control
What happens to me is my own doing
Israel
Norway
USA
UK
France
NL
Belgium
Italy
Korea
Germany
Japan
India
Czech Republic
Singapore
Kuwait
Russia
China
Venezuela
88
86
82
77
76
75
75
72
72
66
63
63
59
57
55
49
39
33
0
20
40
60
80
100
07/ Internal versus External Control
What happens to me is my own doing
Corporate
Effectiveness
& Efficiency
Employee
Development
& Learning
Shareholder
Returns
& Financial
Performance
Shareholder value
versus Satisfy our
customers at all costs
Satisfaction
of the Client
Contributions
to Society
From the Balanced to the Integrated Score Card
Balanced Score Card Dilemma…
From the Balanced to the Integrated Score Card
Inner Directed
Improvements
in Business
Processes
Outer directed increase
in customer satisfaction
Inner directed improvements
From the Balanced to the Integrated Score Card
Lean but
mean
Integrated
growth:
(1,10)
Pushing through
the
Pull
(10,10)
Customer’s
captive
(10,1)
Outer directed increase in customer satisfaction
07/ Main Challenges
1. Mass-Customization
2. Co-Opetition
3. It is cool to be emotional
4. Moments of Truth
5. Servant Leader
6. Just in time Synchronizing Sequences
7. Pushing through the Pull
Internal versus External Orientation - Dilemmas
On the one hand …
On the other hand …
Innovation
We want to lead and innovate, try new things and
be brave
We are a government organization and our
stakeholders/customers might expect us to be
cautious
We need to ensure that the most effective services
There is a need to minimize risk, and keeping
are provided. This may require services to change
services/treatment as they are means that staff are
and adapt as more evidence/treatments becomes
familiar with the service, and this helps to avoid
available
unnecessary risk
Sustainability
Development and change is required to meet future If it works don´t fix it
needs and requirements
We need to continue to develop and change to meet We need to develop sustainable services
population needs
Collaboration
Cultural and historical bureaucracy provide security Technology has moved at pace and we should take
and encourage confidentiality
advantage of it
We want to focus on what we do well as an
We need to work in partnership with other
organization to ensure we deliver excellent services organizations to deliver results more efficiently
to our customers
Corporate
Effectiveness
& Efficiency
Employee
Development
& Learning
Shareholder
Returns
& Financial
Performance
Satisfaction
of the Client
Contributions
to Society
01
02
03
04
05
06
07
Rules versus Exceptions
Individual versus Team
Control versus Passion
Specific versus Diffuse
Lord versus Servant
Sequential versus Synchronic
Inner versus Outer Orientation
05/ Lord versus Servant
What You Do
Who You Are
STATUS ?
05/ Lord versus Servant
‘The most important thing in life is to act
as really suits you, even if you don’t get
things done’
05/ Lord versus Servant
Percentage not agreeing with acting as really suits you
USA
Australia
Canada
UK
Sweden
Denmark
Germany
Switzerland
France
Hong Kong
Mexico
Russia
China
Japan
Poland
Korea
Czech Republic
Argentina
Egypt
76
69
%
65
56
54
49
40
34
33
32
31
30
28
26
21
20
13
12
4
0
20
40
60
80
100
05/ Lord versus Servant
Percentage not agreeing with acting as really suits you
USA
Australia
Canada
WSS
UK
Sweden
Denmark
Germany
Switzerland
France
Hong Kong
Mexico
Russia
China
Japan
Poland
Korea
Czech Republic
Argentina
Egypt
76
69
%
65
59
56
54
49
40
34
33
32
31
30
28
26
21
20
13
12
4
0
20
40
60
80
100
Achievement versus Ascription - Dilemmas
On the one hand …
On the other hand …
Innovation
We need to attract new talent and skills
We have a moral and corporate
into the department for short - medium
responsibility to give those displaced
term in order to provide innovative
internally the opportunity to fill these posts
solutions to issues we are facing
first
Collaboration
People working close to the patients are
experts of the issues at that level. We
want to encourage individuals to
participate their ideas and experience to
this change process from the bottom up
Our organization is large and requires
strong, top-down leadership to manage
this change process
05/ Achievement versus Ascription
Performance
Status
Lost democratic leadership
(1,10)
Attributed status by seniority or role
Performance
Status
05/ Achievement versus Ascription
Follow the Leader
(10,1)
Attributed status by seniority or role
Performance
Status
05/ Achievement versus Ascription
The Servant
Leader
(10,10)
Attributed status by seniority or role
05/ Lord versus Servant
Servant Leaders…
However…the starting point might be
different in different cultures so:
•
Make better rules out of
•
exceptions
•
Let creative people work in
Look for the exception that proves
the rule
•
teams
Create teams that support individual
creativity
•
Craft Strategies
•
Strategically Craft
•
Report within Rapport
•
Rapport within Report
•
Connect Inner with Outer Worlds
•
Adapt internally to outside forces
•
And lead by serving
•
And serve by leading
The differences
between many
cultures are
‘Mirror Images’ of
each other.
The dilemmas are
the same.
`For the Servant Leader values are COMPLEMENTARY
The logic has been reversed
An organization’s sustainability
is how its leadership
chooses and deals with the dilemmas
originating between the stakeholders and
creates culture as a context.
Questions?
Key Takeaways – short list
• Instead of focusing on the conflict between different values, look for
theopportunity to gain more through genuine collaboration than you
might have thought possible (than by following your original approach)
• Be aware of the power of your “default” – e.g. the approach you
habitually adopt when things get hard, or when you are feeling too
comfortable
• Broaden your repertoire of communication practices and business
customs
• Create informal opportunities to interact
• In short - acknowledge complexity: e.g. the way we talk about west and
east is at best a shorthand for something much richer
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Dilemma theory: resolving strategic issues
DILEMMA
(from the Greek meaning)
TWO-PROPOSITIONS
IN (APPARENT) CONFLICT
Centralization
Decentralization
Centralizing
Culture Space
Decentralizing
Centralizing
Knowledge
Better Centralized Knowledge of
ever more Decentralized Activities
Decentralizing Activity
Universalis
m
Vicious and Virtuous Circles
Particularism
Main dilemmas (1)
On the one hand …
On the other hand …
We see collaboration as important for the
ongoing success of the service provision
We want to have shared facilities and
“one stop shops” with other public
services
We need to standardize our systems to
ensure the long-term sustainability of the
organization
We want to ensure that we are properly
recognized for our contributions
We want to retain our separate identity
and role
We need high levels of professional
specialist expertise to deliver specialist
care
We need to develop new ways of
delivering care across professional
boundaries by multi-skilled workers
Many of our systems vary throughout
each project and are well received and
understood by all
105
Main dilemmas (2)
On the one hand …
On the other hand …
People working close to the patients are
experts of the issues at that level. We
want to encourage individuals to
participate their ideas and experience to
this change process from the bottom up
NHS faces financial pressures and cost
saving schemes being developed
Development and change is required to
meet future needs and requirements
We want to focus on what we do well as
an organization to ensure we deliver
excellent services to our customers
Our organization is large and requires
strong, top-down leadership to manage
this change process
Developing patient-centered care that is
safe, timely, efficient and effective
If it works don´t fix it
We need to work in partnership with other
organizations to deliver results more
efficiently
106
Reconciling cultural differences
Dynamic process of solving dilemmas in six steps:
1.
2.
3.
4.
5.
6.
Identify dilemma
Chart dilemma
Stretch dilemma
Define epithets
Reconcile dilemma
Define action points
Reconciliation Worksheet
1. Describe the Dilemma:
• on the one hand:
• on the other hand:
1,10
3. List Positives
for Y-axis:
10,10
5.
4.
+
+
+
5,5
4.
-
10,1
2.Y-axis label:
List Negatives for
Y-axis:
1. Identify the dilemma
2. Chart the dilemma
a. Be specific by making the dilemma
defined under 1 more concrete
b. Label the axes reflecting the
opposing positions (positive or
neutral)
c. Plot the positions of the actors
3. Stretch the dilemma
Describe the positives and negatives
of each side of the dilemma
4. Make epithets
Put epithets (sweet and sour) in each
of the boxes
5. Reconcile the dilemma
Ask how Value X can support Value Y
and vice versa
6. Develop action plan
4.
2.X-axis label:
3. List Positives for X-axis:
+
+
+
List Negatives for X-axis:
-
6. Action plan
Actions:
Obstacles:
Monitoring:
-
Dilemma reconciliation
Steps in reconciling dilemmas:
•
•
•
•
•
Choose the dilemma you want to work on and sign up
Chart the dilemma: make it specific to your table
Stretch the dilemma: List the positives and negatives
Define epithets
Reconcile the dilemma:
– How can I get more of Value X through Value Y, and
– How can I get more of Value Y through Value X?
• Develop action plan