The Human Synergistics Circumplex

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The Human Synergistics Circumplex

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Life Styles Inventory (LSI) Leadership Impact (L/I) 19. How Senior Executives. want their ... Life Styles (LSI) The Leadership Culture Connection. 21. Ideal ... – PowerPoint PPT presentation

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Title: The Human Synergistics Circumplex


1
The Human Synergistics Circumplex
Shaun McCarthy Chairman Human Synergistics Austral
ia New Zealand
2
Human Synergistics
  • Global Mission
  • Changing the Worldone organisation at a time
  • Australian Vision
  • To transform Australias organisations
  • Key strategy
  • Building individual and organisational
    effectiveness
  • (Helping people use constructive behaviours)
  • Key Focus
  • Organisational Culture Individual Leadership

3
Background
  • Research - Diagnosis Prognosis Prescription

4
Background
  • The key lies in identifying behaviours that help
    and those that hinder allowing a prescription
    to be developed as a consequence of the
    measurement

5
Background
Test Action Retest
6
The Circumplex
7
The Constructive Styles
  • Achievement
  • Self-Actualizing
  • Humanistic-Encouraging
  • Affiliative

8
The Constructive Styles
  • Individual Level
  • Higher levels of personal effectiveness
  • Higher levels performance
  • Higher levels of personal wellbeing
  • Higher quality of interpersonal relationships
  • Organisational Level
  • Higher levels of performance
  • Higher levels of member satisfaction
  • Better teamwork
  • Higher levels of inter-group cooperation

9
The Passive/Defensive Styles
  • Approval
  • Conventional
  • Dependent
  • Avoidance

10
The Passive/Defensive Styles
  • Individual Level
  • Lower levels of personal effectiveness
  • Lower levels performance
  • Lower levels of personal wellbeing
  • Higher quality of interpersonal relationships
  • Organisational Level
  • Lower levels of performance
  • Lower levels of member satisfaction
  • Poor teamwork
  • Lower levels of inter-group cooperation

11
The Aggressive/Defensive Styles
  • Oppositional
  • Power
  • Competitive
  • Perfectionistic

12
The Aggressive/Defensive Styles
  • Individual Level
  • Variable levels of personal effectiveness
  • Variable levels performance
  • Lower levels of personal wellbeing
  • Lower quality of interpersonal relationships
  • Organisational Level
  • Volatile levels of performance
  • Lower levels of member satisfaction
  • Poor teamwork
  • Lower levels of inter-group cooperation

13
Example Manager
A Very Effective CEO
  • 4 to 1 (rev assets)
  • 1 in customer service
  • World benchmark
  • Before his time strategy
  • development
  • Major contribution to
  • Government policy

14
Example Manager
A Very Ineffective CEO
  • Decline in revenue growth
  • Key executives went to
  • the competitors
  • Decline in service quality
  • Decline in share price
  • Being positioned for sale

15
The relationship between Leadership Culture
Our Very Effective CEO
16
The relationship between Leadership Culture
Our Very Ineffective CEO
17
The State of the Nations
Shaun McCarthy Chairman Human Synergistics Austral
ia New Zealand
18
Human Synergistics Tools
  • At the Organisational level
  • Organisational Culture Inventory (OCI)
  • Organisational Effectiveness Inventory (OEI)
  • At the Individual level
  • Life Styles Inventory (LSI)
  • Leadership Impact (L/I)

19
The Leadership Culture Connection
How Senior Executives want their
managers/leaders to behave Leadership/Impact
(L/I) Ideal Impact
20
The Leadership Culture Connection
21
The Leadership Culture Connection
  • Set challenging goals
  • Be creative
  • Be supportive
  • encouraging to others
  • Work co-operatively
  • Use rules to justify actions
  • Strictly adhere to standard
  • operating procedures
  • Do things to be seen and noticed
  • Be indirectly critical of others

Leaders Styles N 73,998
Organisational Culture N 173,170
  • Be critical of others
  • Avoid blame
  • Compete against peers/others
  • Always follow procedures
  • Be demanding uncompromising
  • of others
  • Self-protective
  • Critical fault-finding
  • Comparative vying
  • Controlling forceful
  • Risk averse

22
The Knowing Doing Gap
Leadership
Australia NZ OCI PreferredN 9,432
Australia NZ OCIN 132,543
23
The Knowing Doing Gap
Organisational Culture
Actual Culture N 173,170
Australia NZ OCI PreferredN 9,432
Australia NZ OCIN 132,543
24
So what about Western Australia?
Leadership
Australia N 59,894
25
So what about Western Australia?
Organisational Culture
Australia N 145,805
26
So what drives culture and in particular cultural
transformation?
27
How Culture Works
28
Leadership Culture Performance
Leadership
Culture
Performance
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