Human Synergistics The Integrated Model. Why it works

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Human Synergistics The Integrated Model Why it works 5 Human Synergistics International.

HS Strategy 5 Human Synergistics International. All rights reserved.

3 Mission & Purpose Key Account Management Future Transformational Organisations Brand Specifics How we plan/can support the AP community PD events Digital Marketing Product Development HS Consulting We do not wish to compete with any APE for work Currently 8% and has only been at % once in past 5 years 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

5 Professional Development Calendar Accredited Practitioners 6 Event Descriptions Vic/Tas/SA Event Dates L/I & M/I Forum we will take you through the LI & MI tools in summary, where they fit into the integrated approach to individual effectiveness and how to best introduce the tool and outcomes to your clients & organisation. Integrated Model The Integrated Model will show you the approach to individual development, leadership & management effectiveness, team development and organisational & customer performance. OCO/OEI Forum We will take you through the OCI/OEI tools in summary & how we can assist your client to monitor their journey of cultural change & see actual improvement. HS Conference Melbourne 6 Conference (stay turned for potentially a whole new format) GSI Forum Discuss the value of a team based development tool using a serious of simulations to drive team outcomes and how it fits into the integrated model of performance for your clients & organisations. LSI De-Briefing Practice An opportunity to revisit & refresh Life Styles Inventory & debriefing practices for those who are feeling a bit rusty. Melbourne Events April st 6 April st 6 May th & th 6 August 5 th 6 September 9 th 6 September st 6 October th 6 Adelaide Events June 6 th & 7 th 6 June 7 th 6 Hobart Events July th & st 6 August 9 th 6 PD Calendar Launch & Integrated Model LI / MI Forum LSI Debriefing Practice & The Value of Self OCI/OEI Forum - Set up, Test and Debriefing Integrated Model HS Conference Integrated Model, LSI De-Briefing Practice, OCI/OEI, GSI Forum, LI/MI Integrated Model, LSI De-Briefing Practice, OCI/OEI, GSI Forum, LI/MI The Value of Self Integrated Model, LSI De-Briefing Practice, OCI/OEI, GSI Forum, LI/MI The Value of Self The Value of Self A Life Styles Inventory Intensive Human Synergistics Australia d +6 () e info@human-synergistics.com.au w 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

5 Human Synergistics International. All rights reserved.

8 What We Achieve: more role clarity greater adaptability greater quality 8

9 Results (Outcomes): Constructive Passive/Defensive Aggressive/Defensive Managerial Effectiveness ++ Quality of Interpersonal Relations Job Satisfaction Psychological/Physiological Health Problem-Solving Effectiveness Interest in Self Improvement Organizational Level Salary -- +? KEY: + indicates positive significant relationship indicates non-significant relationship - indicates negative significant relationship 9

Responding to Client Needs Culture Coach Safety The core Human Synergistics function

Combining our suite of diagnostics with industry knowledge and insights we develop a

Simulations Experience Innovation (DT) High Performing Teams Creative Problem

Leadership Extreme Thinking BMY DISC; SPR; MEP s 5 Human Synergistics International.

10 Responding to Client Needs Culture Coach Safety The core Human Synergistics function is to provide our clients with a means to achieving sustainable business performance. Combining our suite of diagnostics with industry knowledge and insights we develop a number of delivery models to help improve individuals, groups, and organisations. Simulations Experience Innovation (DT) High Performing Teams Creative Problem Solving Leader as Coach; Coaching Experience Change Constructive Conversations & Leadership Extreme Thinking BMY DISC; SPR; MEP s 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

Why use the Life Styles Inventory (LSI)? 5 Human Synergistics International.

14 UTILITY COMPANY; 5+ EMPLOYEES Client A

15 Individual Performance Summary How I see myself Work Relationships Wellbeing MOST CONSTRUCTIVE % LEAST CONSTRUCTIVE % The bar chart above represents the difference between Satisfaction scores for the Top % Self-Description (LSI ) and the Bottom % Self-Description (LSI ). The Top and Bottom groups are based on those participants with the Most Constructive circumplex (profile on the left) and the Least Constructive circumplex (profile on the right). The Satisfaction scores are broken down to Work how people feel about the job and career; Relationships how people feel about the people they work with; and Life their own perception of their personal wellbeing. The dark lines in the chart indicate the mean score for the total group (N=6).

16 Individual Performance Summary How I see myself CAUSE (Thinking / Behaviour Styles) st Quartile Least Constructive nd Quartile rd Quartile th Quartile Most Constructive EFFECT (Effectiveness Score: Ineffective - 7 Effective).7 % % 5.5 6% 5.87 The table above illustrates the Cause and Effect system as measured by the LSI. This data is based on the participants' own rating of themselves (LSI ). The st Quartile group (Least Constructive) represents the least Constructive 5% of the total group (N=6), and their Effectiveness score is.7 out of 7. As the quartiles move from least Constructive to most Constructive (left to right), the Effectiveness score improves. The difference between the top and bottom group is %.

(blue column) and the Bottom % (red/green column) as measured through the LSI Self-Description.

17 Individual Performance Summary How I see myself How engaged are my top % & bottom % relative to the norming group The bar chart above illustrates the difference in Satisfaction measures between the Top % (blue column) and the Bottom % (red/green column) as measured through the LSI Self-Description. The black X represents how the average Leader/Manager from the norming group (N=,) rates their level of satisfaction.

18 Individual Performance Summary How others see me CAUSE (Thinking / Behaviour Styles) st Quartile Least Constructive nd Quartile rd Quartile th Quartile Most Constructive EFFECT (Effectiveness Score: Ineffective - 7 Effective).9 6% % 6. % 6. The table above illustrates the Cause and Effect system as measured by the LSI. This data is based on the participants' being described by their raters (LSI ). The st Quartile group (Least Constructive) represents the least Constructive 5% of the total group (N=6), and their Effectiveness score is.9 out of 7. As the quartiles move from least Constructive to most Constructive (left to right), the Effectiveness score improves. The difference between the top and bottom group is 6.7%.

rated by Others (LSI ) in terms of Task Effectiveness, the Quality of Working

19 Individual Performance Summary How others see me MOST CONSTRUCTIVE % LEAST CONSTRUCTIVE % The bar charts above represent how the Most Constructive % and Least Constructive % were rated by Others (LSI ) in terms of Task Effectiveness, the Quality of Working Relationships and Overall Effectiveness. The dark lines indicate the mean score for the total group (N=6).

Self-Improvement as described by others (LSI ) for the Most Constructive % and Least Constructive %.

20 Individual Performance Summary How others see me * A lower score is more desirable. The bar charts above represent the difference in Stress (a lower score is more desirable), Readiness for Promotion and Interest in Self-Improvement as described by others (LSI ) for the Most Constructive % and Least Constructive %. Note that for Stress, the respondents to the LSI have rated the Least Constructive group as being more stressed as a lower score is more desirable. The dark line indicates the mean score for the LSI norming group (N=,).

21 GROUP STYLES INVENTORY (GSI) Introduction

22 What is the Group Styles Inventory (GSI) Analyse any situation where members interact to solve problems or make decisions. The Group Styles Inventory (GSI) is designed to facilitate team building and improve group processes through identifying group styles. Certain styles are productive, leading to high quality decisions where members are strongly committed. Other styles are counterproductive, leading to solutions of poor quality with limited group acceptance. The Group Styles Inventory (GSI) measures the groups climate, behaviour, and impact, then identifies behaviours for the group to build or strengthen in order to better achieve synergy.

23 Why the Group Styles Inventory (GSI) Identify the groups actual commitment level and uncover any elephants in the room. The Group Styles Inventory (GSI) will Provide a safe way to talk about behaviours within the team Illustrate the impact behaviours have on group performance Create a platform to improvement planning for enhanced performance Produce reliable data to use as a base for evaluation and change Improve an individuals ability to work as part of a team Allows group members to clearly identify what is helping and hindering the team in its efforts

24 Our Approach: An effective solution is one of high quality that is accepted by a groups members. Effective Solution Rational Skills & Processes Analysing the Situation Setting Objectives Simplifying the Problem Considering Alternatives Discussing the Consequences Task Skills Knowledge Resources Interpersonal Skills & Processes Listening Supporting Striving for Consensus Participating Differing

Group Styles: Constructive Passive/Defensive

Generate quality solutions High enjoyment and

way of increasing effectiveness Dominated by

creative thinking and individual initiative

satisfaction with solutions generated Group a

solution quality limited by those who take

25 Group Styles: Constructive Passive/Defensive Aggressive/Defensive Consensus decision making Generate quality solutions High enjoyment and satisfaction levels View group processes as a way of increasing effectiveness Dominated by the group Less than optimal solutions Lack of creative thinking and individual initiative Feeling of constraint Low level of satisfaction with solutions generated Group a means to achieve own goals/agenda Marginal solution quality limited by those who take control Impersonal/tense group process Mixed acceptance and limited commitment

26 How: Group undertakes a simulation, or real-life business item to work through as a team. Paper-based completion of Group Styles Inventory (GSI) diagnostic by all participants to ascertain the climate, behaviour, and impact of the groups styles. The Group Styles Inventory (GSI) is interpreted, analysed, and debriefed through group discussion. Action plan developed identifying behaviours for the group to build on or strengthen.

27 Process: Group Dynamics Constructive Conversations Debrief Looking Forward as a Team Actions Moving Forward Activity: Simulation Circumplex Activity Debrief Ideal GSI & Non Ideal What are two or real-life business Introduction GSI Debrief Team: what team are things you will do item Effective Vs. you in? differently? Complete GSI Ineffective Trust: how will you trust How will we track Behaviours others? our performance Values: what will we as a team? hold true? What measurable behaviours do we want to see? Charter Metrics

Factors & Outcomes related to Group Styles: Factors Leading to Group Styles Member Characteristics Age Education Organisational Level Individual Thinking Styles Group Characteristics Percent

28 Factors & Outcomes related to Group Styles: Factors Leading to Group Styles Member Characteristics Age Education Organisational Level Individual Thinking Styles Group Characteristics Percent male/female Task Skills/Knowledge Experience as a Group Background with Members Size Organisational Characteristics Industry Structure Culture Group Styles Group Outcomes Team Outcomes Team Effectiveness Time Effectiveness Commitment to Group Solution Acceptance Individual Solution Acceptance Group Consensus Solution Quality Perceived Quality Objective Quality Synergy Perceived Synergy Objective Synergy

29 Results (Effectiveness): Effective Groups Less Effective Groups Members Saw the Group decision as superior to that developed by any one individual Reached a consensus decision that they personally feel committed to. Showed genuine concern for people s doubts and reservations. Pursed solutions with flexibility and spontaneity. Explicitly focused on identifying a goal and establishing an action plan to obtain it. Treated disagreements as motivation for better solutions. Members Were apprehensive committing to solutions regardless of the quality. Felt there was an atmosphere of conflict and disagreement. Dominate those who are less assertive and refuse to comprise on their ideas Seemed more interested in winning the point than achieving the objective. Were caught up in minor details, making them frustrated and stressed.. Saw the groups objective as secondary to maintaining a non-confrontational, interpersonal climate.

responsibilities impacts how others believe they should behave (culture) and

31 Leaders through their actions impact on the culture and performance of their organisation The Leadership-Culture Connection How we approach our leadership responsibilities impacts how others believe they should behave (culture) and this determines our effectiveness in the leadership role. Leadership Culture Performance

32 What is Leadership Impact (L/I) & Management Impact (M/I)? Leaders and Managers, through their actions and behaviour, determine the culture of their teams. Leadership/Impact and Management/Impact are the only valid and reliable diagnostic tools that makes a direct link between leadership/management actions and behaviours. These tools also identify the connection between the leaders/managers productivity and effectiveness. Leadership Impact (L/I) and Management/Impact (M/I) are academically supported, research based diagnostic tools developed specifically for leaders and managers to provide them 6 o feedback in relation to their effectiveness, impact on others (how you as a leader/manager cause others to behave) and the strategies/approaches employed that create that impact. 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

Leaders Influence Culture & Performance (L/I Data) What Leaders do How

with a prescriptive approach Leadership Domains Envisioning Role Modelling

Reinforcing Influencing Creating a Setting Leaders with a Prescriptive

Leaders with a Restrictive Approach Restrictive approaches constrain &

+% Brings out the Best in People +% 5 Human Synergistics International.

33 Leaders Influence Culture & Performance (L/I Data) What Leaders do How Leaders do them How it impacts others Impact on performance by leaders with a prescriptive approach Leadership Domains Envisioning Role Modelling Mentoring Monitoring Stimulating Thinking Referring Providing Feedback Reinforcing Influencing Creating a Setting Leaders with a Prescriptive Approach Prescriptive approaches guide & direct activities & behaviours Leaders with a Restrictive Approach Restrictive approaches constrain & prohibit activities & behaviours Impact on Productivity +% Empowers Others +% Brings out the Best in People +% 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

Leaders Influence Culture & Performance (M/I Data) 5 Human Synergistics International.

35 Leadership or Management Leadership involves defining an overall agenda (vision and strategies) and inspiring others to achieve it. Management involves implementing strategies and turning visions into accomplishments by motivating, organizing, and guiding the efforts of other people. Janet L. Szumal, Ph.D. and Robert A. Cooke, Ph.D. Management/Impact Feedback Report

36 Organisational Effectiveness 6

37 Why Leadership Impact (L/I) and Management Impact? Prescriptive and facilitating outcomes provide a bridge for the leader between intentions and performance. Leadership Impact (L/I) and Management Impact will provide the leader: An understanding of their overall effectiveness as measured by others. Insight into the ideal impact they want to have and the actual impact they have on others. Knowledge of what others see them doing that determines both the impact that they have and their effectiveness. A clear plan of action to enhance and / or sustain their effectiveness. 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D 7

38 Thinking Leads to Impact Your Thinking Leadership Strategies / Management Approaches Impact on Others Leadership / Management Effectiveness LSI Leadership/Impact and Management/Impact

L/I Model Leadership Strategies Leadership Impact Leadership Effectiveness Defining Exemplifying Active Lateral Positive Referents Prescriptive Self Others Self Others Self Others Self Others Self

39 L/I Model Leadership Strategies Leadership Impact Leadership Effectiveness Defining Exemplifying Active Lateral Positive Referents Prescriptive Self Others Self Others Self Others Self Others Self Others Restrictive Delimiting Managing by Excellence Circumscribing Positive Passive Reward Vertical Reciprocal Negative Referents Facilitating A traditional, day-today, manager Reduces others' productivity Makes people feel "micro-managed" Brings out the worst in people A visionary, futureoriented, leader Enhances others' productivity Makes people feel "empowered" Brings out the best in people Prescriptive Self Others Self Others Self Others Self Others Self Others Emphasises shortterm performance Reinforces organisational rigidity Emphasises longterm effectiveness Promotes organisational adaptability Restrictive Managing by Exception Negative Punishment Unilateral Constraining 9

Stimulating Thinking Referring Monitoring Providing Feedback Reinforcing Influencing Creating a Setting

40 Leadership/Impact (L/I) Strategies Envisioning Restrictive Leadership Strategies Constrain or prohibit the activities and behaviours of others with respect to goals, opportunities and methods Role Modeling Mentoring Stimulating Thinking Referring Monitoring Providing Feedback Reinforcing Influencing Creating a Setting Prescriptive Leadership Strategies Guide or direct the activities and behaviours of others toward goals, opportunities and methods

41 L/I Impact on Others Leadership Strategies Impact on Others Leadership Effectiveness Copyright by Human Synergistics International. All rights reserved. Research and development by: Robert A. Cooke, Ph.D. & J. Clayton Lafferty, Ph.D.

their work Innovate Be Proactive Problem solve Take appropriate risk Self Promoting Look good Keep tight control Be forceful Play politics Compete rather than

42 Satisfaction Vs. Security Needs To what extent does this leader motivate people to Satisfaction Self Enhancing Strives for the best Be confident Act with integrity Cooperate Enjoy their work Innovate Be Proactive Problem solve Take appropriate risk Self Promoting Look good Keep tight control Be forceful Play politics Compete rather than cooperate Reactive Security Self Protective Play it safe Lower initiative and to refer decisions up Blindly comply Inhibit ideas and creativity Please others Conform Be Inactive Copyright by Human Synergistics International. All rights reserved. Research and development by: Robert A. Cooke, Ph.D. & J. Clayton Lafferty, Ph.D.

43 Australian Knowing Doing Gap Ideal Impact Impact on Others =

44 Research Results- L/I Actual Australian and NZ Research Data Bottom % N = 59 Top % N = 556

45 Leadership Strategies Leadership Strategies Impact on Others Leadership Effectiveness Copyright by Human Synergistics International. All rights reserved. 5 Research and development by: Robert A. Cooke, Ph.D. & J. Clayton Lafferty, Ph.D.

46 Leadership Strategies Envisioning Holding, communicating and sharing a sense of direction and Vision. Role Modeling The ways in which the leader shapes others behaviour through their own behaviour. Mentoring The leader s approach to developing their subordinates. Stimulating Thinking The leader s ability to promote critical thinking in the problem solving process. Referring What stories the leaders share with employees in transmitting information about how things get done around here. 6

47 Leadership Strategies Monitoring The way leaders stay in touch, track and monitor the efforts and achievements of their employees. Providing Feedback The way in which leaders provide feedback about what their team members do well and what they do that requires corrections. Reinforcing Influencing Creating a Setting The methods the leaders uses to promote the types of behaviours they want to see in their employees. The ways in which leaders influence their team members. The type of environment a leader creates, the tone. The culture of the team. The way they deal with conflict, mistakes, wins with their team members, peers and higher level managers. 7

48 Overall Leadership Strategies Prescriptive Always Prescriptive Response Options Never Rarely S e lf O thers Never Never Sometimes Often Always Restrictive R estrictive Always 8

49 9 Leadership Strategies Summary Envisioning Role Modeling Mentoring Stimulating Thinking Referring Prescriptive Self Others Defining Self Others Exemplifying Self Others Active Self Others Lateral Self Others Positive Referents Restrictive Delimiting Circumscribing Passive Vertical Negative Referents Monitoring Providing Feedback Reinforcing Influencing Creating a Setting Prescriptive Self Others Managing by Excellence Self Others Positive Self Others Reward Self Others Reciprocal Self Others Facilitating Restrictive Managing by Exception Negative Punishment Unilateral Constraining KEY: = Never, = Always

50 Leadership Strategies- Detailed Stimulating Thinking Results by Item-by-Item Results Respondent Groups Frequency with which you provide leadership by: Lateral Prescriptive Responses by: Self Others Self- Others* Lateral.7..5 inspiring others to creatively translate problems into opportunities encouraging people to challenge assumptions and look at things in new ways stimulating creativity in the pursuit of organizational goals Self Others DR Peers/HLM Restrictive Responses by: Self Others Self- Others* Vertical Vertical emphasizing sequential (linear) thinking and the need to justify each step confining problem solving to conventional, "proven" approaches favoring practical, down-to-earth solutions over unique or visionary ideas.. -. *A positive discrepancy indicates that you overestimated the frequency with which you exhibit the behavior being measured. A negative discrepancy indicates that you underestimated the frequency of the behavior. KEY: = Never, = Always; HLM = Higher-Level Manager, DR = Direct Report NR = No Response 5

51 Linking Style to Strategies ACHIEVEMENT Increasing Your Constructive Impact Envisioning: Move toward Defining Creating a Setting: Move away from Constraining and toward Facilitating SELF-ACTUALIZING HUMANISTIC/ ENCOURAGING AFFILIATIVE Stimulating Thinking: Move away from Vertical and toward Lateral Creating a Setting: Move away from Constraining and toward Facilitating Influencing: Move away from Unilateral and toward Reciprocal Mentoring: Move away from Passive and toward Active Influencing: Move away from Unilateral and toward Reciprocal Creating a Setting: Move away from Constraining and toward Facilitating APPROVAL Decreasing Your Passive/Defensive Impact Stimulating Thinking: Move away from Vertical and toward Lateral Role Modeling: Move away from Circumscribing and toward Exemplifying CONVENTIONAL DEPENDENT AVOIDANCE Creating a Setting: Move away from Constraining and toward Facilitating Stimulating Thinking: Move away from Vertical and toward Lateral Influencing: Move away from Unilateral and toward Reciprocal Monitoring: Move away from Managing by Exception and toward Excellence Monitoring: Move away from Managing by Exception and toward Excellence Role Modeling: Move toward Exemplifying Decreasing Your Aggressive/Defensive Impact OPPOSITIONAL Influencing: Move away from Unilateral and toward Reciprocal Providing Feedback: Move away from Negative and toward Positive POWER COMPETITIVE PERFECTIONISTIC Influencing: Move away from Unilateral and toward Reciprocal Referring: Move away from Negative and toward Positive Referents Monitoring: Move away from Managing by Exception and toward Excellence Mentoring: Move away from Passive and toward Active Influencing: Move away from Unilateral and toward Reciprocal Reinforcing: Move away from Punishing and toward Reward 5

52 M/I Model 5 Copyright 9 by Human Synergistics International. Research and development by R.A.Cooke, Ph.D. and J.Clayton Lafferty, Ph.D.

53 Management Effectiveness How would you like to be regarded by others one year from now? 5 Copyright 9 by Human Synergistics International. Research and development by R.A.Cooke, Ph.D. and J.Clayton Lafferty, Ph.D.

54 Management Effectiveness 5 Copyright 9 by Human Synergistics International. Research and development by R.A.Cooke, Ph.D. and J.Clayton Lafferty, Ph.D.

55 Management/Impact (M/I) Strategies Inhibiting Approaches Driven by selfinterests Process or outcome focused Oriented toward shortterm success Defensive in nature and impact Hindering and restrictive Yield inconsistent to low results Facilitating Approaches Driven by mutual interests Process and outcome focused Oriented toward longterm effectiveness Constructive in nature and impact Empowering and supportive Yield consistently good results Task People Personal Managing Goals Managing Change Managing Problems Managing Results Managing Resources Managing Work Activities Managing Inter-Unit Relations Managing Teams Managing Communications Managing Rewards Managing Learning Managing Personal Relations Managing Integrity Managing Self- Development Managing Emotions

56 Management Approaches 56 Copyright 9 by Human Synergistics International. Research and development by R.A.Cooke, Ph.D. and J.Clayton Lafferty, Ph.D.

57 Approaches Results by Subgroup 57 Copyright 9 by Human Synergistics International. Research and development by R.A.Cooke, Ph.D. and J.Clayton Lafferty, Ph.D.

58 Management/Impact (M/I) Performance

59 How M/I Can Identify Misalignments and Limitations with Respect to Effectiveness Ideal Culture (OCI) Sr. Leadership Ideal Impact (L/I) Sr. Leadership Current Impact (L/I) Middle Management Ideal Impact (M/I) Middle Management Current Impact (M/I) Team Managers Personal Styles (LSI) 59 Copyright 9 by Human Synergistics International. Research and development by R.A.Cooke, Ph.D. and J.Clayton Lafferty, Ph.D.

60 How Do We Know M/I Works? Most Facilitating Managers (top 5%) Least Facilitating Managers (bottom 5%) 6 Copyright 9 by Human Synergistics International. Research and development by R.A.Cooke, Ph.D. and J.Clayton Lafferty, Ph.D.

62 Individual Level Outcomes for Constructive & Defensive Organisations +6% +% +9% -6% Most Constructive 5 Individual Level Outcomes Most vs Least Constructive Least Constructive Satisfaction Motivation Role Clarity Stress Most Constructive Least Constructive 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D 6

Group Level Outcomes for Constructive & Defensive Organisations +8% +% +5% Most Constructive 5 Group Level Outcomes Most vs Least Constructive Least Constructive Teamwork Inter-unit Coordination

63 Group Level Outcomes for Constructive & Defensive Organisations +8% +% +5% Most Constructive 5 Group Level Outcomes Most vs Least Constructive Least Constructive Teamwork Inter-unit Coordination Departmental Quality Most Constructive Least Constructive 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D 6

64 Organisational Level Outcomes for Constructive & Defensive Organisations +% +% Most Constructive 5 Organisational Level Outcomes Most vs Least Constructive Least Constructive Organisational Level Quality Most Constructive Least Constructive External Adaptability 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D 6

65 Firms of Endearment Performance of Firms of Endearment companies versus the S&P 5, 996 to organisations the researchers deemed to have a humanistic culture.. Firms of endearment. 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D 65

66 Firms of Endearment Performance of Firms of Endearment companies versus the S&P 5, 996 to 5 Annualised 8 6 Cumulative x.5 % Return 5 5 % Return 8 6 x.7 x 8. Firms of Endearment S&P 5 Firms of Endearment S&P 5 5 years years 5 years Source: Firms of Endearment: How World Class Companies Profit from Passion and Purpose. Sisodia, R. Sheth, J. Wolfe, D. 7 Prentice Hall, NJ. Conscious Capital. Mackey, J., Sisoda, R. HBR Press Mass 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D 66

Yarra Valley Water Results 8% reduction in

= 9 ; N = 8 5; N = 6 9; N = 7 ; N = 5 ; N =

67 Yarra Valley Water Results 8% reduction in bursts and leaks per km water main 5 fold increase in Return to Shareholder (A$s) Significant decrease in staff turnover ; N = 9 ; N = 8 5; N = 6 9; N = 7 ; N = 5 ; N = 5 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D 67

Lion Results tripling in share price (A$) 6%

6; N = 7 8; N = 5 ; N = 5 Note * 8 ROCE Figure is.

68 Lion Results tripling in share price (A$) 6% increase in Return on Capital Employed (ROCE) Performance Comparison: Lion Nathan vs. ASX Fosters Group 998; N = ; N = 9 ; N = 8 ; N = 6 6; N = 7 8; N = 5 ; N = 5 Note * 8 ROCE Figure is.% adjusted for the impact of Boags acquisition 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D 68

69 What is Culture? Understanding Culture in an Organisational Context 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D 69

70 Organisational Culture Inventory (OCI) & Organisational Effectiveness Inventory (OEI) 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D 7

71 How Culture Works Culture is not just another word for climate or employee engagement. It goes right to the very core of how an organisation functions. Because of this factors like engagement or teamwork are outcomes of culture. Culture Engagement How we do things around here What is expected around here How we perform around here 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D 7

Culture is the shared values, norms and expectations that help employees make decisions about how they should behave to fit in and succeed (in some

72 Culture is the shared values, norms and expectations that help employees make decisions about how they should behave to fit in and succeed (in some cases survive) 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D 7

The Organisational Outcomes: Effectiveness Categories and Inventory Scales(OEI) Outcome Items Individual Outcomes Positive Indices. Role clarity. Motivation. Satisfaction.

73 The Organisational Outcomes: Effectiveness Categories and Inventory Scales(OEI) Outcome Items Individual Outcomes Positive Indices. Role clarity. Motivation. Satisfaction. Intention to stay Negative Indices 5. Role conflict 6. Job insecurity 7. Stress Group Outcomes 8. Intra-unit teamwork and co-operation 9. Inter-unit co-ordination. Departmental-level quality Response Options: Not at all To a slight extent To a moderate extent To a great extent 5 To a very great extent Organisational Outcomes. Organisational-level quality. External adaptability 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D 7

74 The Organisational Effectiveness Inventory (OEI) Causal Factors Categories* Systems Mission and Philosophy Structures. Articulation of mission. Customer service focus. Total influence. Distribution of influence 5. Empowerment 6. Employee involvement *(This covers items which come from the OEI) Human Resource Management 7. Selection and placement 8. Training and development 9. Respect for members Appraisal and Reinforcement Goal Setting Technology. Fairness of appraisals. Use of rewards. Use of punishment. Goal clarity. Goal challenge 5. Participative goal setting 6. Goal acceptance 7. Autonomy 8. Skill variety 9. Feedback (from the job). Task identity. Significance. Interdependence Skills/Qualities Communication. Downward communication. Upward communication 5. Communication for learning Supervisory/Managerial Leadership 6. Interaction facilitation (people-oriented) 7. Task facilitation (task-oriented) 8. Goal emphasis (task-oriented) 9. Consideration (people-oriented) Supervisory/Managerial Sources of Power. Personal bases of power (positive). Organisational bases of power (neutral to negative) 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D 7

75 Ideal & Actual Cultures Ideal 8, people said that this is how they ideally would like to be expected to behave Humanistic-Encouraging: people are supported and developed to be successful Self-Actualising: people express their uniqueness, creativity and embrace change Achievement: people set realistic but challenging goals and believe their personal effort makes a difference Affiliative: people are friendly and cooperative Actual 59,7 people said that this was how they are expected to behave Oppositional: oppose new ideas and change, be on the offensive Avoidance: avoid responsibility and blame others for mistakes Conventional: maintain the status quo and the way things have always been done around here Competitive: compete with each other in the a win lose framework, play politics 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D 75

76 Culture Culture is not just another word for climate or employee engagement. It goes right to the very core of how an organisation functions. Culture Engagement How we do things around here What is expected around here How we perform around here 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D 76

77 Culture Culture Engagement How we do things around here What is expected around here How we perform around here 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D 77

80 Comparing Culture and Climate Behaviours or Feelings Culture Behaviours Engagement Feelings Time Horizon Long term, Sustainable Short Term, Fleeting Cause or Effect Cause Effect What it Measures How its Questioned Culture measures tell you how people believe they are expected to behave To what extent are you required to think ahead & plan? Engagement measures tell you how people feel about what is currently happening. Do you receive adequate training for your role? 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D 8

Culture and Engagement Engagement is: above the surface an outcome a symptom of culture the way people feel Culture is: below the surface The cause of outcomes at an individual, group, and

81 Culture and Engagement Engagement is: above the surface an outcome a symptom of culture the way people feel Culture is: below the surface The cause of outcomes at an individual, group, and organisational level The norms, values and beliefs of how we are expected to behave 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D 8

Climate/ Satisfaction/ Engagement Initiatives

86 Human Synergistics May 6 Conference Building a Culture for Innovation 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D 86

93 Business Done Better Right now your company has st century, internet-enabled business processes, mid th century management processes, all built atop 9 th century management principles. Hamel, G., & Breen, B. (7). The Future of Management. Boston, MA. Harvard Business School Press. 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

94 Principles of Management Goal Application Principle Efficiency, reliability and quality Minimize variation Standardization Reduce complexity Group like activities together Specialization Ensure congruence top to bottom Cascading objectives Goal Alignment Maintain control Pyramid of authority Hierarchy Conformance to plans Track and correct deviations from plan Planning & Control Motivate effort and ensure compliance Financial rewards for achieving outcomes Extrinsic Rewards From: Hamel, G., & Breen, B. (7). The Future of Management. Boston, MA. Harvard Business School Press. 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

95 Those principles of management are now years old! from this During that time we have gone.. to this Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

96 Those principles of management are now years old! And sociologically we have shifted from an emphasis on obedience and approval of authority to one of realization of potential Principles of Management Standardization Specialization Goal Alignment Hierarchy Planning & Control Extrinsic Rewards Fundamentals of (Positive) Motivation My effort can make a difference I do something meaningful I am learning something new I am supported by those around me I enjoy what I do I feel appreciated for what I do Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

97 Employment expectations of the incoming workforce:. Opportunities for personal growth and challenging work. The desire for equality and for power to influence management decisions. Social significance of the firm. Intrinsic rewards (pride of workmanship) and the dignity and impact of the work 5. Now orientation towards improved career status 6. Balance between emotional and rational aspects of work and life-style 7. A preference for cooperative rather than competitive relations. Sound like Gen Y or Gen Z? Actually this was written by Dr J. Clayton Lafferty of Human Synergistics in 978, when the baby-boomers were entering the workforce. So the generation now in charge had the same expectations as those coming in now! But somehow we lost it and continued to reinforce what our predecessors had and that s how culture actually works! Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

98 Organisational requirements for innovation 5 Conference on Culture & Leadership 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

99 Organisational requirements for Innovation to happen Organisational Requirement Impact. Organisational culture A culture that makes innovation able to happen External adaptability Ability to adapt to pressures & changes in external environment 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

100 Organisational requirements for Innovation to happen Organisational Requirement Impact. Organisational culture A culture that makes innovation able to happen. Mission & vision A sense of meaning and importance to what people do External adaptability Ability to adapt to pressures & changes in external environment 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

101 Organisational requirements for Innovation to happen Organisational Requirement Impact. Organisational culture A culture that makes innovation able to happen. Mission & vision A sense of meaning and importance to what people do. Organisational structure Structures that allow people to have influence and involvement External adaptability Ability to adapt to pressures & changes in external environment 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

102 Organisational requirements for Innovation to happen Organisational Requirement Impact. Organisational culture A culture that makes innovation able to happen. Mission & vision A sense of meaning and importance to what people do. Organisational structure Structures that allow people to have influence and involvement. Human resources practices Selection and training that supports flexibility and ambiguity External adaptability Ability to adapt to pressures & changes in external environment 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

103 Organisational requirements for Innovation to happen Organisational Requirement Impact. Organisational culture A culture that makes innovation able to happen. Mission & vision A sense of meaning and importance to what people do. Organisational structure Structures that allow people to have influence and involvement. Human resources practices Selection and training that supports flexibility and ambiguity 5. Reinforcement systems Reward for risk taking and how the organisation handles mistakes External adaptability Ability to adapt to pressures & changes in external environment 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

104 Organisational requirements for Innovation to happen Organisational Requirement Impact. Organisational culture A culture that makes innovation able to happen. Mission & vision A sense of meaning and importance to what people do. Organisational structure Structures that allow people to have influence and involvement. Human resources practices Selection and training that supports flexibility and ambiguity 5. Reinforcement systems Reward for risk taking and how the organisation handles mistakes 6. Job design Autonomy, variety and identity at the individual job level External adaptability Ability to adapt to pressures & changes in external environment 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

105 Organisational requirements for Innovation to happen Organisational Requirement Impact. Organisational culture A culture that makes innovation able to happen. Mission & vision A sense of meaning and importance to what people do. Organisational structure Structures that allow people to have influence and involvement. Human resources practices Selection and training that supports flexibility and ambiguity 5. Reinforcement systems Reward for risk taking and how the organisation handles mistakes 6. Job design Autonomy, variety and identity at the individual job level 7. Communication Effective communication up and down the organisation in order to facilitate learning External adaptability Ability to adapt to pressures & changes in external environment 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

106 Organisational requirements for Innovation to happen Organisational Requirement Impact. Organisational culture A culture that makes innovation able to happen. Mission & vision A sense of meaning and importance to what people do. Organisational structure Structures that allow people to have influence and involvement. Human resources practices Selection and training that supports flexibility and ambiguity 5. Reinforcement systems Reward for risk taking and how the organisation handles mistakes 6. Job design Autonomy, variety and identity at the individual job level 7. Communication Effective communication up and down the organisation in order to facilitate learning 8. Leadership Leadership that increases the sense of power in people External adaptability Ability to adapt to pressures & changes in external environment 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

107 Organisational requirements for Innovation to happen Organisational Requirement Impact. Organisational culture A culture that makes innovation able to happen. Mission & vision A sense of meaning and importance to what people do. Organisational structure Structures that allow people to have influence and involvement. Human resources practices Selection and training that supports flexibility and ambiguity 5. Reinforcement systems Reward for risk taking and how the organisation handles mistakes 6. Job design Autonomy, variety and identity at the individual job level 7. Communication Effective communication up and down the organisation in order to facilitate learning 8. Leadership Leadership that increases the sense of power in people 9. Teamwork Collective effort External adaptability Ability to adapt to pressures & changes in external environment 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

108 Organisational requirements for Innovation to happen Organisational Requirement Impact. Organisational culture A culture that makes innovation able to happen. Mission & vision A sense of meaning and importance to what people do. Organisational structure Structures that allow people to have influence and involvement. Human resources practices Selection and training that supports flexibility and ambiguity 5. Reinforcement systems Reward for risk taking and how the organisation handles mistakes 6. Job design Autonomy, variety and identity at the individual job level 7. Communication Effective communication up and down the organisation in order to facilitate learning 8. Leadership Leadership that increases the sense of power in people 9. Teamwork Collective effort. Cross-functional coordination Coordinating what s happening in different parts of the organisation External adaptability Ability to adapt to pressures & changes in external environment 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

109 Organisational requirements for Innovation to happen Organisational Requirement Impact. Organisational culture A culture that makes innovation able to happen. Mission & vision A sense of meaning and importance to what people do. Organisational structure Structures that allow people to have influence and involvement. Human resources practices Selection and training that supports flexibility and ambiguity 5. Reinforcement systems Reward for risk taking and how the organisation handles mistakes 6. Job design Autonomy, variety and identity at the individual job level 7. Communication Effective communication up and down the organisation in order to facilitate learning 8. Leadership Leadership that increases the sense of power in people 9. Teamwork Collective effort. Cross-functional coordination Coordinating what s happening in different parts of the organisation. Motivation Committed people, wiliness to try External adaptability Ability to adapt to pressures & changes in external environment 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

110 Organisational requirements for Innovation to happen Organisational Requirement Impact. Organisational culture A culture that makes innovation able to happen. Mission & vision A sense of meaning and importance to what people do. Organisational structure Structures that allow people to have influence and involvement. Human resources practices Selection and training that supports flexibility and ambiguity 5. Reinforcement systems Reward for risk taking and how the organisation handles mistakes 6. Job design Autonomy, variety and identity at the individual job level 7. Communication Effective communication up and down the organisation in order to facilitate learning 8. Leadership Leadership that increases the sense of power in people 9. Teamwork Collective effort. Cross-functional coordination Coordinating what s happening in different parts of the organisation. Motivation Committed people, wiliness to try. Satisfaction Emotional attachment with the organisation External adaptability Ability to adapt to pressures & changes in external environment 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

111 Organisational requirements for Innovation to happen Organisational Requirement Impact. Organisational culture A culture that reinforces the status quo. Mission & vision Staff are disconnected from the mission, values are seen as not real. Organisational structure Structures that create hierarchical and centralized influence. Human resources practices Selection and training that is subjective and not transparent 5. Reinforcement systems Little reward for effort, but mistakes are punished 6. Job design Specialization, standardization and compartmentalization in jobs 7. Communication Communication is filtered and is largely about facts and figures, not learnings 8. Leadership Leadership that is designed to control people 9. Teamwork Silos. Cross-functional coordination Internal competition and contesting for resources. Motivation Boring unchallenging, unfulfilling jobs. Satisfaction Disengaged V External adaptability Slow to respond and adapt to external pressures & changes 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

112 Organisational requirements for Innovation to happen Cause Organisational Requirement Effect. Organisational culture. Mission & vision. Organisational structure. Human resources practices 5. Reinforcement systems 6. Job design 7. Communication 8. Leadership 9. Teamwork. Cross-functional coordination. Motivation. Satisfaction Ideas and actions Innovation 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

113 Organisational requirements for Innovation to happen How we do things around here What s expected around here How we re doing here Impact of how we re doing Cause. Mission & vision Causal Factors Operating Culture Outcomes of Culture Innovative Behaviour Effect. Organisational structure. Human resources practices 5. Reinforcement systems 6. Job design 7. Communication. Organisational Culture 9. Teamwork. Cross functional Coordination. Motivation. Satisfaction Ideas and actions Innovation 8. Leadership Work on these To influence this To make these happen And get this Based on the How Culture Works Model Research & development by Robert A. Cooke, Ph.D. Copyright Human Synergistics International Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

114 Organisational Mission A sense of meaning and importance to what people do. 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

115 5..5 High Performing. Average Benchmark Bottom % (Least Org Mission) Top % (Most Org Mission) Australian Average Average Benchnark High Performing Benechmark Organisational Mission Report Card How we do things around here What s expected around here How we re doing here Impact of how we re doing Causal Factors Operating Culture Outcomes of Culture Innovative Behaviour 5. We ve got.5to do Benchmark (9% AU organisations below this). more to provide a (65% AU organisations below this).5 sense of meaning..5 for what our people. do on a day-to-day.5 basis. Teamwork Inter unit Coordination Outcomes of Culture Motivation Satisfaction External Adaptability Bottom % (Least Org Mission) Top % (Most Org Mission) Australian Average Average Benchmark Work on this To influence this To make these happen And get this Human Synergistics Circumplex by Robert A. Cooke Ph.D., and J. Clayton Lafferty Ph.D. Copyright All rights reserved. Used by permission. Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

116 Organisational Structures Structures that allow people to have influence and involvement 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

117 5..5 High Performing Average. Benchmark Bottom % Top % (Least (Most Involvement) Involvement) Australian Average Average Benchmark High Performing Benechmark Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D Organisational Structures Report Card How we do things around here What s expected around here How we re doing here Impact of how we re doing Causal Factors Operating Culture Outcomes of Culture Innovative Behaviour Benchmark (9% AU organisations below this).5 (6% AU organisations below this). increase the.5 opportunities for. our people.5 to. influence what we.5 do and how we do. Human Synergistics Circumplex by Robert A. Cooke Ph.D., and J. Clayton Lafferty Ph.D. Copyright All rights reserved. Used by permission. 5. We ve got to it Teamwork Inter unit Coordination Outcomes of Culture Motivation Satisfaction External Adaptability Bottom % (Least Involvement) Top % (Most Involvement) Australian Average Average Benchmark Work on this To influence this To make these happen And get this

118 Human Resource Practices Selection and training that supports flexibility and ambiguity. 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

119 5..5 High Performing. Average Benchmark Bottom % (Least aligned) Top % (Most Aligned) (5% AU organisations below this) Australian Average Average Benchmark High Performing Benchmark Human Resources Practices Report Card How we do things around here What s expected around here How we re doing here Impact of how we re doing Causal Factors Operating Culture Outcomes of Culture Innovative Behaviour 5. We ve still got more.5 Benchmark (9% AU organisations below this) to do more to build. HR systems that.5. maximise the.5 performance and. development.5 of people. Teamwork Inter unit Coordination Work on this To influence this To make these happen And get this Human Synergistics Circumplex by Robert A. Cooke Ph.D., and J. Clayton Lafferty Ph.D. Copyright All rights reserved. Used by permission. Outcomes of Culture Motivation Satisfaction External Adaptability Bottom % (Least aligned) Top % (Most Aligned) Australian Average Average Benchmark Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

120 Reinforcement Systems Reward for risk taking & how the organisation handles mistakes. 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

121 High Performing Average Benchmark Bottom % Top % (Negative (Positive Reinforcement) Reinforcement) Benchmark (9% AU organisations below this) (6% AU organisations below this) Australian Average Average Benchmark High Performing Benchmark Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D Reinforcement Systems Report Card How we do things around here What s expected around here How we re doing here Impact of how we re doing Causal Factors Operating Culture Outcomes of Culture Innovative Behaviour We ve got 5.to get.5 better. reinforcement.5..5 more on positive. appreciation and.5 less on compliance. Teamwork and punishment Inter unit Coordination Work on this To influence this To make these happen And get this Human Synergistics Circumplex by Robert A. Cooke Ph.D., and J. Clayton Lafferty Ph.D. Copyright All rights reserved. Used by permission. systems that rely Outcomes of Culture Motivation Satisfaction External Adaptability Bottom % (Negative Reinforcement) Top % (Positive Reinforcement) Australian Average Average Benchmark

122 Job Design Autonomy, variety and identity at the individual job level 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

123 5..5 High Performing Average Benchmark Bottom % (Low Autonomy etc) Top % (High Autonomy etc) Australian Average Average Benchmark High Performing Benchmark Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D Job Design Report Card How we do things around here What s expected around here How we re doing here Impact of how we re doing Causal Factors Operating Culture Outcomes of Culture Innovative Behaviour We ve got to 5. Benchmark (9% AU organisations below this).5 (7% AU organisations below this) rethink how we. engage people with.5 their jobs through..5 challenging our. assumptions about.5 efficiency. and Teamwork Inter unit Coordination effectiveness Work on this To influence this To make these happen And get this Human Synergistics Circumplex by Robert A. Cooke Ph.D., and J. Clayton Lafferty Ph.D. Copyright All rights reserved. Used by permission. Outcomes of Culture Motivation Satisfaction External Adaptability Bottom % (Low Autonomy etc) Top % (High Autonomy etc) Australian Average Average Benchmark

124 Communication Learning oriented communication up and down the organisation 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

5..5. High Performing.5 Average Benchmark..5..5. Bottom % Top % (Inhibiting (Faciitating Communication) Communication) Australian Average Average Benchmark High Performing Benchmark Human Synergistics International.

D Communication Report Card How we do things around here What s expected around here How we re doing here Impact of how we re doing Causal Factors Operating Culture Outcomes of Culture Innovative

125 5..5. High Performing.5 Average Benchmark Bottom % Top % (Inhibiting (Faciitating Communication) Communication) Australian Average Average Benchmark High Performing Benchmark Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D Communication Report Card How we do things around here What s expected around here How we re doing here Impact of how we re doing Causal Factors Operating Culture Outcomes of Culture Innovative Behaviour We ve got to 5..5 rethink the way we. Benchmark (89% AU organisations below this) communicate (up &.5 (55% AU organisations below this) down) with. our.5 people more. broad context.5 and. more Teamwork meaning/learning Inter unit Coordination Work on this To influence this To make these happen And get this Human Synergistics Circumplex by Robert A. Cooke Ph.D., and J. Clayton Lafferty Ph.D. Copyright All rights reserved. Used by permission. Outcomes of Culture Motivation Satisfaction External Adaptability Bottom % (Inhibiting Communication) Top % (Faciitating Communication) Australian Average Average Benchmark

126 Leadership Leadership that increases the sense of power in people. 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

127 Leadership Report Card How we do things around here What s expected around here How we re doing here Impact of how we re doing Causal Factors Operating Culture Outcomes of Culture Innovative Behaviour 5..5 High Performing Average. Benchmark Bottom % (Inhibiting Leadership) Top % (Facilitating Leadership).5 Benchmark (9% AU organisations below this). (7% AU organisations below this) and leadership at all.5 levels from. frontline supervisor to.5. the CEO understand.5 their impact. on Teamwork Inter unit Motivation Satisfaction External Australian Average Average Benchmark Coordination Bottom % (Inhibiting Leadership) Top % (Facilitating Leadership) Adaptability Australian Average High Performing Benchmark Work on this To influence this To make these happen And get this Human Synergistics Circumplex by Robert A. Cooke Ph.D., and J. Clayton Lafferty Ph.D. Copyright All rights reserved. Used by permission. 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D We need to 5.ensure that management culture Outcomes of Culture Average Benchmark

128 Organisational requirements for Innovation to happen Organisational Requirement Impact. Organisational culture A culture that makes innovation able to happen. Mission & vision A sense of meaning and importance to what people do 65% below the average. Organisational structure Structures that allow people to have influence and involvement 6% below the average. Human resources practices Selection and training that supports flexibility and ambiguity 5% below the average 5. Reinforcement systems Reward for risk taking and how the organisation handles mistakes 6% below the average 6. Job design Autonomy, variety and identity at the individual job level 7% below the average 7. Communication Effective communication up and down the organisation in order to facilitate learning 55% below the average 8. Leadership Leadership that increases the sense of power in people 7% below the average 9. Teamwork Collective effort 5% below the average. Cross-functional coordination Coordinating what s happening in different parts of the organisation 6% below the average. Motivation Committed people, wiliness to try 7% belowteh average. Satisfaction Emotional attachment with the organisation 8% below the average External adaptability Ability to adapt to pressures & changes in external environment 6% below the average 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

129 Conclusions: If we want business done better, we have to find ways to: Develop meaning for our people Create structures that allow people to be involved Build HR systems that challenge the status quo Move away from management by exception to management by excellence (rewards vs punishment) Design jobs so that they are inherently motivating Build communication systems that encourage sharing Develop our leaders particularly our front line leaders to get the best out of people Create cultures that reinforce teamwork, cross functional coordination and are motivating to be part of. 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

131 What is the Customer ServiceStyles Inventory (CSS)? Measuring customer service with customers and clients The Customer ServiceStyles Inventory (CSS) is an organizational diagnostic tool designed to measure behaviours that customers and clients experience when interacting with the organization s service providers. It also measures important customer service outcomes of customer satisfaction, customer loyalty and customer advocacy all of which are the result of how the customer experiences the organization. 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

Constructive customer service styles experienced and compared these with the Least Constructive.

132 Customer Service Ratings Customers prefer constructive service styles over defensive service styles To clearly illustrate the connection between behaviours and customer service we ve isolated the Most Constructive customer service styles experienced and compared these with the Least Constructive. 5 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D