Post on 15-Dec-2015
transcript
1 Sheffield Hallam University
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UnderstandingPartnerships
Mike PupiusDirector of Organisational ExcellenceSheffield Hallam UniversityChair, EFQM Education Community ofPractice
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EFQM Excellence Model ®
Processes CustomerResults
Society Results
Policy &Strategy
People
LeadershipKey
PerformanceResults
PeopleResults
Partnerships & ResourcesPartnerships & Resources
Enablers Results
Innovation and Learning
The EFQM Excellence Model is a Registered Trademark
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Fundamental Concepts
Results Orientation
Customer Focus
Leadership &Constancy of Purpose
Management by Processes and Facts
People Development &Involvement
Continuous Learning,Improvement & Innovation
Partnership Development Public Responsibility
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A Preferred Definition
“Partnership - a developing relationship which has to be worked on”
John Carlisle + R.C. Parker 1989
Beyond Negotiation
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Partnership Development
An organisation works more effectively when it has mutually beneficial relationships,
built on trust, sharing of knowledge and integration,
with its Partners.
EFQM
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Leadership & Constancy of Purpose
The behaviour of an organisation’sleaders creates a clarity of purpose
within the organisation and an environment in which the organisation
and its people can excel.
EFQM
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Management by Processes and Facts
Organisations perform more effectively whenall inter-related activities are understood
and systematically managed, and decisions concerning current operations and planned
improvements are made using reliable informationthat includes stakeholder perceptions.
EFQM
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Process Working
From Hierarchy.................. to........................ Process Working
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The Prisoner’s Dilemma
Version: Professor Gavin Kennedy
Two prisoners, Slug and Gripper, are under arrest on suspicion of having committed a major crime.They are in separate cells and cannot communicate with each other. The authorities do not have enough evidence to convict them of the crime for which they were arrested. Instead the prosecutor speaks to each of them separately and offers them a deal:
“If you confess to the crime and turn state’s evidence, you will go free and your former associate will receive a 10-year sentence. If you do not confess but your associate does, then he will go free and you will receive a 10-year sentence. If you both confess, you will receive 5 years each. If neither of you confesses, you will each be charged with a misdemeanour and receive a 1-year sentence”
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Red Attitudes
• Be aggressively competitive and non-cooperative
• Dominate your opponents• Seek always to win• All deals are one-offs• Use ploys and tricks e.g. in negotiation• Bluff and coerce• Exploit the submissive
Professor Gavin Kennedy
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Blue Attitudes
• Be cooperative - even with aggressive partners
• Show respect to all partners
• Seek to succeed
• All deals lead to others
• Eschew manipulation
• Be open and play it straightProfessor Gavin Kennedy
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What are some examples of Red and Blue behaviour in our organisation?
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UnevenRelationship
NegotiatedRelationship
CooperativeRelationship
HierarchicalThinking
ProcessThinking
Copyright John Carlisle
The Relationship Journey
Coercive(Win/Lose)
ComplacentInitial
Adversarial(Defensive)
Positional(Old
Policies)
JointInterests
(Involvement)
JointContinuous
Improvement(Win/win)
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UnevenRelationship
NegotiatedRelationship
CooperativeRelationship
HierarchicalStatusPowerFunctionalismWin/loseUs/themCompetitiveExclusiveCommand/controlIndependenceLow moralePoor behaviour towards othersNIH, NIMBYCustomer dissatisfied
HolisticHolonicEmpoweredCross-process workingWin/winPartnershipCooperationInclusiveInvolvingSupportiveInterdependenceHigh moraleRespect for allGood practice sharingCustomer delighted
The Relationship Journey
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Coercive(Win/Lose)
ComplacentInitial
Adversarial(Defensive)
Positional(Old
Policies)
JointInterests
(Involvement)
JointContinuous
Improvement(Win/win)
UnevenRelationship
NegotiatedRelationship
CooperativeRelationship
HierarchicalThinking
ProcessThinking
Crisisof
Trust
Crisisof
Purpose
Crisis ofInter-
dependence
Copyright John Carlisle
The Relationship Journey
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Hierarchical Thinking
• Relies on power and authority
• Influence is vertical
• Senior management have all the wisdom and understanding
• Middle management acts as a conduit and often is unable to add value
• Insufficient focus on the customer
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Process Thinking
• Do need some hierarchy!• But not the only way to manage• Organisation seen as a system designed to
deliver as effectively as possible• Recognising importance of interdependence• Customer is paramount• Achieved through cooperation• And informed communication - up, down and
sideways by influencing rather than dictating
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Leadership &Partnership Principles
Shared culture
SharedEffort
Shared vision &
goals
Shared Learning
Shared Information
KPIs/ Measures
Values
Knowledge/Communication
Leadership style
Source: Institute of Management
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Initiating and Sustaining Cooperation
“ Surprisingly, there is a single property which distinguishes the relatively high-scoring entries from the low scoring entries.
This is the property of being nice…never being the first to defect.”
“ Mutual cooperation can emerge in a world of egoists with a cluster of individuals who can rely on reciprocity”
Professor Robert Axelrod
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The Relationship Perspective
• Realisation that there needs to be a shift from the traditional partnership approach based on the “exchange” perspective, to cooperation through a “relationship” perspective
• For internal and external partnerships
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Exchange vs Relationship
Process
Value distribution
Outcome
Value creation
Exchange Perspective
Relationship Perspective
Relationship:
Cooperation to create value for customer and supplier
Exchange:
Exchange of value (in goods or services) for money
Reference: Grönroos 2001
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Value Creation
• Value becomes created not by the products or services, but from the value-creating processes
• Focus should be on developing processes and relationships rather than products and services
• Need to consider how to create real ‘value’• From customer/supplier relationship
management to customer/supplier value management
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Initiating and
sustainingcooperation
Developingtrust in the relationship
Understandingthe needsof others
Developing Constructive Relationships
Win/win or walk away
Unconditionallyconstructive
Communicate
John Carlisle Stephen Covey
Be proactivePut first things firstBegin with the end in mind
Synergise Seek first to understand,then be understood
Think win/win