The Synergy of One

Michael J. Dreikorn

Description

This book argues that the vast majority of errors and system failures are the result of ineffective leadership. Most of the shortcomings of leadership stem from the lack of a unified and structured system that incorporates resources, accountability, culture, understanding, and leadership into one synergistic formula that will help drive consistent success. This synergistic system will help lead to consistency throughout the organization - leader to leader and department to department - which will lead to better communication, greater reliability, and ultimately more success.
Author Michael Dreikorn introduces the concept of Integrated Performance Leadership (IPL), which combines various academic theories of management, performance, and leadership into one single stream of thought. Dreikorn cites examples from successful organizations, and provides numerous charts and graphs to help emphasize the points made.

Sujets

• Techniques
• Automatisation et Contrôle
• Gestion et management
• Economics
• Business
• Leadership

Informations

• Publié par: ASQ Quality Press
• Date de parution: 03 janvier 2004
• Nombre de lectures: 0
• EAN13: 9780873895385
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Synergy of One-3.qx 10/3/03 3:19 PM Page A
The Synergy
of One
Creating High-Performing
Sustainable Organizations
through Integrated
Performance LeadershipSynergy of One-3.qx 10/3/03 3:19 PM Page B
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To request a complimentary catalog of ASQ Quality Press publications, call
800-248-1946, or visit our Web site at http://qualitypress.asq.org.Synergy of One-3.qx 10/3/03 3:19 PM Page i
The Synergy
of One
Creating High-Performing
Sustainable Organizations
through Integrated
Performance Leadership
Michael J. Dreikorn
ASQ Quality Press
Milwaukee, Wisconsin Synergy of One-3.qx 10/3/03 3:19 PM Page ii
The Synergy of One: Creating High-Peforming Sustainable Organizations through Integrated
Performance Leadership
Michael J. Dreikorn
Library of Congress Cataloging-in-Publication Data
Dreikorn, Michael J.,
1961The synergy of one: creating high-performing sustainable organizations
through integrated performance leadership / Michael J.Dreikorn.
p. cm.
Includes bibliographical references and index.
ISBN 0-87389-605-X (hard cover)
1. Leadership. 2. Performance technology. 3. Organizational behavior.
I. Title.
HD57.7.D74 2003
658.4’092—dc22
2003016294
© 2004 by ASQ
All rights reserved. No part of this book may be reproduced in any form or by any means,
electronic, mechanical, photocopying, recording, or otherwise, without the prior written
permission of the publisher.
10 9 8 7 6 5 4 3 2 1
ISBN 0-87389-605-X
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Printed in the United States of America
Printed on acid-free paperSynergy of One-3.qx 10/3/03 3:19 PM Page v
Table of Contents
List of figures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix
List of tables xi
Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiii
Chapter 1 An Introduction to IPL . . . . . . . . . . . . . . . . . . . . . 1
Chapter 2 Integration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
The Theory of Integration . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
An Integrated Organizational Structure . . . . . . . . . . . . . . . . . . 24
Deciding on the Structural Design . . . . . . . . . . . . . . . . . . . . . . 39
The Notion of Decentralization . . . . . . . . . . . . . . . . . . . . . . . . 40
Authority through Reporting Lines . . . . . . . . . . . . . . . . . . . . . 42
Defining a Common Direction . . . . . . . . . . . . . . . . . . . . . . . . . 46
Integrating Initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
Systems of Routines and Chaos 52
System Validation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
Feedback and System Design . . . . . . . . . . . . . . . . . . . . . . . . . . 63
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
Chapter 3 Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
Defining Organizational Performance . . . . . . . . . . . . . . . . . . . 69
Aligning Performance Metrics . . . . . . . . . . . . . . . . . . . . . . . . . 75
Aligning of Organizational Resources 80
Summary 86
vSynergy of One-3.qx 10/3/03 3:19 PM Page vi
vi Table of Contents
Chapter 4 Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89
Visionary Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90
Contextualized Leadership (understanding) . . . . . . . . . . . . . . . 94
Glaubwürdigkeit (Believability) . . . . . . . . . . . . . . . . . . . . . . . . 96
Managing Leadership Abilities . . . . . . . . . . . . . . . . . . . . . . . . . 97
Leading for an Environment of Dialogue . . . . . . . . . . . . . . . . . 101
The Psychology and Motivation of Dialogue . . . . . . . . . . . . . . 104
Rewarding Performance and Behavior . . . . . . . . . . . . . . . . . . . 107
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112
Chapter 5 Making IPL Work . . . . . . . . . . . . . . . . . . . . . . . . . 113
Understand It . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114
Be Decisive . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115
Create a Sense of Urgency . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116
Create a New Mental Model throughout the
Organization of What Will Be . . . . . . . . . . . . . . . . . . . . . . . 117
Create a Real Plan for Action . . . . . . . . . . . . . . . . . . . . . . . . . . 118
Design for Incremental and Frequent Successes . . . . . . . . . . . . 122
Take Massive Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123
Continuously Measure Engagement . . . . . . . . . . . . . . . . . . . . . 123
Communicate Frequently . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 124
Stay True to the Plan 125
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 126
Chapter 6 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127
Appendix A VISION Center Networks . . . . . . . . . . . . . . . . . . 131
The VISION Center Concept . . . . . . . . . . . . . . . . . . . . . . . . . . 131
Setting Up a VISION Center Network . . . . . . . . . . . . . . . . . . . 139
Modular Aspects of the VISION Center Process . . . . . . . . . . . 143
Supplier Accountability Process . . . . . . . . . . . . . . . . . . . . . . . . 144
Supplier-Funded Over Inspection . . . . . . . . . . . . . . . . . . . . . . . 148
Quality in Development Processes . . . . . . . . . . . . . . . . . . . . . . 149
Integrated Project Selection . . . . . . . . . . . . . . . . . . . . . . . . . . . 150
Demonstrating Value . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 154Synergy of One-3.qx 10/3/03 3:19 PM Page vii
Table of Contents vii
Appendix B Integrated Knowledge Management . . . . . . . . . 155
Taxonomy of Knowledge Capability . . . . . . . . . . . . . . . . . . . . 157
Identifying Types of Knowledge . . . . . . . . . . . . . . . . . . . . . . . 161
Macro Knowledge Mapping . . . . . . . . . . . . . . . . . . . . . . . . . . . 162
The Integrated Knowledge Management Matrix . . . . . . . . . . . 166
Knowledge Management Measurement . . . . . . . . . . . . . . . . . . 170
Evaluation of the Capability Level . . . . . . . . . . . . . . . . . . . . . . 173
Assignment of Work in Accordance
with Knowledge Capability . . . . . . . . . . . . . . . . . . . . . . . . . 174
Capability Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 175
Using the Integrated Knowledge Management Matrix . . . . . . . 177
Value-Stream Knowledge Assurance . . . . . . . . . . . . . . . . . . . . 181
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 184
Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 187
About the Author . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 193
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 195
Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 205Synergy of One-3.qx 10/3/03 3:19 PM Page viiiSynergy of One-3.qx 10/3/03 3:19 PM Page ix
List of Figures
Figure 1.1 The IPL model.
Figure 1.2 The responsibility of leadership.
Figure 2.1 As your environment changes so must you.
Figure 2.2 Schwandt’s organizational learning model.
Figure 2.3 Parsons’s four functional prerequisites.
Figure 2.4 Entropy and homeostasis.
Figure 2.5 Organizations must find balance.
Figure 2.6 Traditional organizational structure.
Figure 2.7 Life cycle macro business processes.
Figure 2.8 Example of the concept phase.
Figure 2.9 Example of design process map.
Figure 2.10 Example of production proces