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External Adaptability of Higher Education Institutions: The Use of Diagnostic
Interventions to Improve Agility
Rana Zeine, MD, PhD, MBA Assistant Professor,
Saint James School of Medicine Bonaire Caribbean Netherlands
Michel Lukas, MS AgilityINsights
Sphere Advisors AG, Zug, Switzerland
In Collaboration with Cheryl Boglarsky, PhD
Director of Research, Human Synergistics International
Patrick Blessinger, MS Founding Director,
International Higher Education Teaching & Learning Association
Survey of Higher Education Professionals on Organizational Effectiveness
Rationale To Cope with the Challenges of Unpredictability Requires: • Planning, Communication, Collaboration, Confidence,
Cohesion, Knowledge Management & Organizational Learning that impact Performance (Dool, 2010; Nold III, 2012)
• Regular Scanning of the External Environment (Morrison, Sargison & Francis, 1997)
• Internal Organizational Effectiveness (Szumal, 2001)
• Assuring Good Decision-Making at All Levels (Michel, 2007)
• Excessive Passive/Defensive & Aggressive/Defensive Cultural Styles, and Insufficient Constructive Styles Found in Higher Education Institutions (Sanilippo, Bendapudi, Rucci & Schlesinger, 2008; Zeine, Boglarsky, Blessinger & Hamlet, 2011)
Current Culture Ideal Culture OCI®
NOT-FOR-PROFIT
FOR-PROFIT
N=34
N=24
N=17
N=12
CONSTRUCTIVE
AGGRESSIVE DEFENSIVE
PASSIVE DEFENSIVE
50th Percentile (Historical)
Higher Education
OCI Results
Zeine, Boglarsky, Blessinger & Hamlet, 2011.
SUBGROUPS
PRESENTATION
Impact of Culture on Effectiveness
Effective, Creative Self-Enhancing Develop Others
Coercive Abrupt Cynical
Noncommittal Self-Protecting
Volatility
Vulnerability
Sustainability
Research and development by Cooke & Lafferty. Copyright © by Human Synergistics International. All Rights Reserved.
Confrontational
Withdraw
Receptive
0 2 4 6 8 10 12 14 16 18 20 22 24USAIndia
UKAustralia
FranceEthiopia
EgyptMacedoniaCosta Rica
JordanWales
New ZealandCanada
SpainDenmark
Greecend
Number of Respondents
Higher Education Professionals Home Countries of Institutions
North America Europe India Australia Latin America Middle East Africa
OCI, n=63 OCI-Ideal, n=33
OEI, n=52
Organizational Type & Institutional Level Distributions for OEI® Respondents
Percent of Respondents 0% 10% 20% 30% 40% 50%
Type of Higher Educational InstitutionFor-profit, Public
For-profit, PrivateNot-for-profit, PublicNot-for-profit, Private
Institutional LevelAssociate's CollegeBachelor's College
Master's College / UniversityDoctorate-granting University
Special Focus Institutionnd
DEMOGRAPHICS
Gender & Organizational Level Distributions of OEI® Respondents
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
GenderFemale
Malend
Organizational LevelFaculty / Professor
DirectorDepartment Chair
Associate DeanDean
Provost / Dean Academic AffairsPresident
nd
Percent of Respondents DEMOGRAPHICS
Percentage Distribution of Number of Years Spent by Respondents at their Present Higher Education Institution
< 6 mo, 4% 6 mo to 1 yr, 6%
1 to 2 yrs, 6%
2 to 4 yrs, 19%
4 to 6 yrs, 23%
6 to 10 yrs , 19%
10 to 15 yrs, 6%
>15 yrs, 15%
nd, 2%
Years with Organizational & Education Level Distributions for OEI® Respondents
Percent of Respondents 0% 10% 20% 30% 40%
Years with Organization< 6 months
6 months to 1 year1 to 2 years2 to 4 years4 to 6 years
6 to 10 years10 to 15 years
>15 yearsnd
EducationProfessional degree (Certificate)
Master’s degree Doctorate degree
MD / PhDJD
Other
DEMOGRAPHICS
DESIRABLE
NOT DESIRABLE
HISTORICAL AVERAGE
13
18
Skill Variety Task Identity D
ownw
ard Com
munication
Goal Acceptance
Selection & Placem
ent Autonom
y Em
powerm
ent D
istribution of Influence Articulation of M
ission Total Influence O
rg. Bases of Pow
er Participative G
oal Setting Feedback U
pward C
omm
unication Training &
Developm
ent G
oal Difficulty
Fairness of Appraisal Personal B
ases of Power
Goal C
larity R
espect for Mem
bers Significance C
omm
unication for Learning Interaction Facilitation Task Facilitation U
se of Rew
ards U
se of Punishment
Custom
er Service Focus Em
ployee Involvement
Consideration
Goal Em
phasis Interdependence
Gap Analysis for Effectiveness Causal Factors (Totals) Desirable vs. Undesirable OEI®
Higher Education
OEI Results
Human Synergistics Inc., (2012, April). HETL-Keller Higher Ed OEI® Research Project, Report.
Gap Analysis for Effectiveness Outcomes (Totals) Desirable vs. Undesirable OEI®
2 1
9
DESIRABLE
HISTORICAL AVERAGE
NOT DESIRABLE Stress
Inter-Unit C
oord.
Role C
onflict
Motivation
Job Insecurity
Satisfaction
Intention to Stay
Role C
larity
Adaptability Exter.
Quality (D
ept.)
Quality (O
rg.)
Intra-Unit C
oop.
Higher Education
OEI Results
Human Synergistics Inc., (2012, April). HETL-Keller Higher Ed OEI® Research Project, Report.
External Adaptability (Agility) Scores Higher Education Institutions (pooled results)
0 1 2 3 4 5Female
Male
FacultyAdministrators
For-profit, PublicFor-profit, Private
Not-for-profit, PublicNot-for-profit, Private
Total
Mean Score ± SE Historical Average
Median, 50th Percentile
Constructive Benchmark
n = 8 n = 30
n = 10 n = 4
n = 20 n = 25
n = 26 n = 25
n = 52 Undesirable
Agility rather than disruptive change
• Agile firms grow faster and deliver higher profits (MIT, 2011)
• The ability to constantly adapt (Haneberg, 2011)
• Strategic sensitivity, collective commitment, resource fluidity (Doz and Kosonen, 2008)
• More coordination less control (Hugos, 2009)
• Innovation, organizations dedicated to the human needs of people (Hamel, 2012)
• Innovation and adaptation is needed for the design of systems (Hope and Player, 2012)
• Empowerment, authorization, trust (Appelo, 2011)
The need for a different management approach
The Performance Triangle: Dynamic Model
PEOPLE
C o l l a b o r a t i o n
LEADERSHIP SYSTEMS
CULTURE
SUCCESS
Bridge: People and Organization
Ideas, creativity, knowledge that reaches out for opportunities!
People
Future
Present
Past
A virus-free environment that
releases the productive
energy
Organization
Organizational Relationships to Achieve Flow and Enable The Inner Game
People Inner Game
Diagnostic Systems
Choice Rules Awareness Routines Attention Tools
Leadership Trust Interactive
How Do You Know Agility Is ‘In’ There? The test for client-orientation, collaboration, entrepreneurship
A: My organization delivers what it promises to its stakeholders B: Our leadership team shares the same intent, agenda, and norms C: Leaders productively interact with employees on purpose and contribution D: We make effective and fast decisions without too much bureaucracy E: I am able to apply all my knowledge, ideas, thoughts, and skills
To what extent do you agree with the following statements?
Instructions: Insert your score as Low, Medium or High into the Performance Triangle and color the box accordingly.
L M H
L M H
L M H
L M H
L M H
E
PEOPLE
C o l l a b o r a t i o n
LEADERSHIP C SYSTEMS D
A
CULTURE
SUCCESS
B
Green: Excellence Yellow: Mediocrity Pink: Failure
Green: Vibrant Yellow: Invisible Pink : Toxic
Green: Interactive Yellow: Busy Pink : Remote
Green: Diagnostic Yellow: Formal Pink : Defect
Green: Creative Yellow: Compliant Red: Checked-out
To Do
L
C o l l a b o r a t i o n
LEADERSHIP M SYSTEMS M
M
CULTURE
SUCCESS
L
PEOPLE
Mediocrity
Toxic
Formal Busy
Checked-out
Financial Services
To Do
M
C o l l a b o r a t i o n
LEADERSHIP L SYSTEMS M
H
CULTURE
SUCCESS
H
PEOPLE
Excellence
Vibrant
Formal Remote
Compliant
Education
What Can You Do For Higher Agility? R ec onc i l e s e l f - i n te r es t w i t h t he des i r e t o c on t r i bu te
Do more of: •Trust enhancing dialogue •Interactive conversations •Relate people •Focus attention
Do more of: •Controls to enable focus •Routine to raise awareness •Rules to provide choice •Diagnostic, closed-loops
Do more of: •Close knowledge-doing gap •Shared sense of purpose •Purposeful work environment •Match support to skills
What Can You Do For Higher Agility? R ec onc i l e s e l f - i n te r es t w i t h t he des i r e t o c on t r i bu te
Stop doing: •Command on what to do •Detailed objectives •Interfering with work •Motivating people
Stop doing: •Formal bureaucracy •Resources on budget •Annual planning •MbO / Incentives
Stop doing: •Internal competition •Information secrecy •Tighter control •Detailed processes