View
214
Download
0
Category
Preview:
Citation preview
LEADERS & VISIONARIES
Innovating with Attitude
Wendell Brase, University of California
The University Financing Foundation, Inc. Provider Number 50111227
Innovating with Attitude Course Number #AIACES2016M
Speaker Name: Wendell Brase Date: 6/9/2016
Credit(s) earned on completion of
this course will be reported to AIA
CES for AIA members.
Certificates of Completion for both
AIA members and non-AIA
members are available upon
request.
This course is registered with AIA
CES for continuing professional
education. As such, it does not
include content that may be
deemed or construed to be an
approval or endorsement by the
AIA of any material of construction
or any method or manner of
handling, using, distributing, or
dealing in any material or product. _______________________________________
____
Questions related to specific materials, methods,
and services will be addressed at the conclusion
of this presentation.
This presentation is protected by US and International Copyright laws.
Reproduction, distribution, display and use of the presentation without written
permission of the speaker is prohibited.
© 2016 Regents of the University of California
Copyright Materials
Course
Description
Innovation requires technology, but the main factors are all attitudinal and behavioral. Why do some
organizations lead and others follow? Why do some successfully innovate and others have such
difficulty? Why do some innovate small showcase projects but soon stall out – never scaling up? Mr.
Brase will discuss UCI’s Sustainable Performance Improvement model and its role in driving six
crucial management qualities that have demonstrably boosted organizational performance at the 50-
year-old campus. The model earned UCI a USA TODAY Quality Cup Award in 1998.
Learning
Objectives
At the end of the this course, participants will be able to:
1. Learn how the University of California, Irvine utilized Sustainable
Performance Improvement to foster a culture of innovation.
2. Learn how to identify six management behaviors that lead to
organizational effectiveness.
3. Learn how to identify six behaviors that undermine organizational
effectiveness.
4. Learn how UCI’s Administrative and Business Services division measures
management behaviors and uses the feedback to improved
organizational performance.
Innovating with Attitude
Wendell Brase Vice Chancellor, Administrative & Business Services, University of California, Irvine
Co-Chair, University of California Global Climate Leadership Council
Why do some institutions reach a
plateau while others move forward?
• Technology?
• Money?
• Management?
• Attitudes and beliefs?
Two Decades of Energy Efficiency
Two Decades of Energy Efficiency
50%
Two Decades of Energy Efficiency
10 Critical Path Steps
1. Get the organizational culture ready
2. Adopt a challenging goal
3. Understand true potential of “smart” buildings
4. Build team with technical and leadership skills
5. Prioritize “deep” energy efficiency projects (i.e., >50% savings)
6. Foster breakthrough thinking
7. Apply a simple project justification/approval process
8. Develop a scalable strategy
9. Pilot new concepts initially
10. Use “information layer” to verify and sustain performance
10 Critical Path Steps
Attitudes and Beliefs Management Technology
Get the organizational culture
ready
Build a team with technical and
leadership skills
Use “information layer” to verify
and sustain performance
Adopt a challenging goal
Prioritize “deep” energy
efficiency projects (i.e., >50%
savings)
Understand true potential of
“smart” buildings
Apply a simple project
justification/approval process
Foster breakthrough thinking
Develop a scalable strategy
Pilot new concepts initially
Sustainable Performance
Improvement Tool
• Annual survey of management and teamwork behaviors
• Results used for learning and improvement
• Empirically validated
Leadership Qualities
And Behaviors
(6 behaviors, α = 0.94)
Effective Management
Behaviors
(19 behaviors, α = 0.98)
Workplace Respect Measures
(6 measures, α = 0.87)
Workplace Cooperation Measures
(9 measures, α = 0.89)
Effectiveness Measures
(7 measures, α = 0.90)
Management Detractors
(6 behaviors, α = 0.92)
r2 = 0.86
r2 = 0.66
r2 = 0.79
r2 = 0.74
r2 = 0.63
r = 0.79
Critical Path to
Exemplary Organizational Performance
Work group members
• share a common set of goals
• embrace consistent standards of effectiveness
• share common values of service, quality, and excellence
Work groups:
• are committed to meet the needs of customers
• continually improve practices, productivity, and effectiveness
• do not wait for complaints before tackling problems
• perceive themselves as efficient and productive
What makes an organization effective?
Workplace Cooperation
• Differences of opinion are resolved using facts
• Everyone shares responsibility for results
• Suggestions are valued even if initially “wrong”
• When problems surface, co-workers produce ideas that help solve the problem
• When faced with a setback, work groups experience fewer interpersonal problems
• Group members share expertise when facing a challenging task
• Leadership responsibilities are shared and frequently handed off
• Group members express little concern about whether tasks are divided “fairly”
• Problems with the way work groups function are faced and attended to
Workplace Respect
• People who seek better methods are respected
• Interpersonal conflicts are addressed and resolved
• People can criticize the way the group functions without penalty
• People accept each other’s strengths and weaknesses
• People can share problems without concern about “appearing stupid”
• Co-workers experience a climate of mutual respect
Effective Management Behaviors
Values New Ideas
Takes Action to Solve
Problems and Conflicts
Values Others’ Views
Communicates Expectations
Appreciates Differences
Among People
Principled
Effective Management Behaviors
Values New Ideas
My supervisor …
1) rewards initiative
2) will try new, potentially better methods
3) treats new ideas with respect
Effective Management Behaviors
Values Others’ Views
My supervisor …
4) involves subordinates in important decisions
5) takes time to listen and understand
6) provides feedback when subordinates share ideas
Effective Management Behaviors
Appreciates
Differences
Among People
My supervisor …
7) recognizes that individuals’ needs and abilities differ
8) values the experiences and perspectives of people
from diverse backgrounds
Effective Management Behaviors
Takes Action to Solve
Problems and Conflicts
My supervisor …
9) takes steps to improve bad relationships
10) takes action to resolve interpersonal conflicts
11) finds win/win solutions
12) learns from his/her mistakes
13) sorts essential from unimportant information
Effective Management Behaviors
Communicates
Expectations
My supervisor …
14) communicates what he/she expects
to be accomplished
15) provides understandable
performance measurement data
Effective Management Behaviors
Principled
My supervisor …
16) maintains consistency between words and actions
17) acts in ways that build respect in him/her
18) models the behavior he/she expects from others
19) recruits and promotes fairly regardless of race, gender,
sexual orientation, or age
Six Behaviors Guaranteed
to Undermine
Management Effectiveness
Loses his/her temper
under pressure
Makes some people look good
at others’ expense
Discourages bringing up problems
Favors “in” group
Waits until a problem
escalates before acting
Makes subordinates “feel stupid”
when they disagree
All Departments Summary
https://apps.adcom.uci.edu/expresso/abssurvey/SurveyReport.do?survey_id=201501&overall=Y&state=viewOverallReport
Individual Manager
Foster Breakthrough Thinking
A healthy organization is able to:
• Challenge status quo
• Question accepted limits
• Think comprehensively: re-engineer whole systems
• And is prepared to weather setbacks
10 Critical Path Steps
Attitudes and Beliefs Management Technology
Get the organizational culture
ready
Build a team with technical and
leadership skills
Use “information layer” to verify
and sustain performance
Adopt a challenging goal
Prioritize “deep” energy
efficiency projects (i.e., >50%
savings)
Understand true potential of
“smart” buildings
Apply a simple project
justification/approval process
Foster breakthrough thinking
Develop a scalable strategy
Pilot new concepts initially
What is a feasible energy efficiency goal?
Facility Type Goal Actual
Laboratory building systems 50% 61%
Classroom and office buildings 50% 50% (pilot)
Data centers 50% TBD 2016
Housing/residence halls 40% 23%
Modular buildings 50% 56% (pilot)
Interior illumination 50% 60%
Parking lots and structures 50% 79%
Other exterior illumination 50% 60%
Central plant/energy infrastructure 15% 25% and rising
10 Critical Path Steps
Attitudes and Beliefs Management Technology
Get the organizational culture
ready
Build a team with technical and
leadership skills
Use “information layer” to verify
and sustain performance
Adopt a challenging goal
Prioritize “deep” energy
efficiency projects (i.e., >50%
savings)
Understand true potential of
“smart” buildings
Apply a simple project
justification/approval process
Foster breakthrough thinking
Develop a scalable strategy
Pilot new concepts initially
Resources
• Sustainable Performance Improvement http://www.abs.uci.edu/resources/sustainable.html
• Survey of Management and Organizational Patterns
http://www.abs.uci.edu/resources/deptsurvey.html
• UCI Facilities Management Implementation Agreements
http://betterbuildingssolutioncenter.energy.gov/sites/default/files/tools/081710_FM_Interaction_Agreements.pdf
• Better Buildings Challenge Implementation Model http://betterbuildingssolutioncenter.energy.gov/implementation-models/empowering-managers-help-teams-meet-big-goals
This concludes The American Institute of Architects
Continuing Education Systems Course
The University Financing Foundation, Inc.
Provider # 50111227
404-214-9440
Recommended