A framework to improve organization performance : In special reference to EQ,MQ and SQ, in the backdrop of quantum and Newtonian Physics

By: Dr. Patanjali Kashyap

Simisola Otukoya

King’s College London

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Agenda

• Introduction to the framework• Theoretical development• Website • Challenges

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New Economy

Since the 1990’s, a knowledge based economy has risen to prominence.

In this economy, intangible intellectual assets are becoming increasingly more valuable than the conventional hard assets- “machine and land”.

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Unlike Machines, Brain:• Doesn’t operate on pure logic• Has emotions• Has value systems • Has aspirations

This has posed unusual challenges to human resource management

“Machine power” to “brain Power”

A look at the Human Brain

Corporate Performance

Balanced Scorecard (BSC)- translates Organization’s strategy into quantifiable measures:• 4 Balanced Perspectives • A communication tool for

employees and stake holders

• A measurement system• A strategic management

system

Typical Performance management

Productivity = Tickets Handled

Hours worked

S.No.Team Member

NameService Domain

Support Area

Hours spent in

the activity for the month

Number handled

per month

Average Number handled per hour

Standard Monthly Hours

Average Number handled

per month

1 ** Technical Support / Service DeskIncident Management194.48 26 0.13 187 25.002 Technical Support / Service DeskIncident Management199.36 138 0.69 187 129.443 Technical Support / Service DeskIncident Management149.64 113 0.76 187 141.214 Technical Support / Service DeskIncident Management 184 156 0.85 187 158.545 Technical Support / Service DeskIncident Management 10 65 6.50 187 1215.506 Technical Support / Service DeskIncident Management 0 87 #DIV/0! 187 #DIV/0!7 Technical Support / Service DeskIncident Management 0 43 #DIV/0! 187 #DIV/0!8 Technical Support / Service DeskIncident Management 0 0 #DIV/0! 187 #DIV/0!9 Technical Support / Service DeskIncident Management138.36 42 0.30 187 56.7610 Technical Support / Service DeskIncident Management 84 1 0.01 187 2.2311 Technical Support / Service DeskIncident Management124.3 239 1.92 187 359.5612 Technical Support / Service DeskIncident Management219.2 277 1.26 187 236.3113 Technical Support / Service DeskIncident Management147.1 25 0.17 187 31.7814 Technical Support / Service DeskIncident Management112.02 70 0.62 187 116.8515 Technical Support / Service DeskIncident Management153.37 87 0.57 187 106.0816 Technical Support / Service DeskIncident Management 153 0 0.00 187 0.0017 Technical Support / Service DeskIncident Management 183 125 0.68 187 127.7318 Technical Support / Service DeskIncident Management134.09 344 2.57 187 479.74

Left Brain Dominance

BSC and other performance management system of today are insufficient: • Highly focused on left

brain• Isolated from

psychological concerns• Lacks holistic profile for

training and growth of individual

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Holistic Framework

Social Intelligence Moral Intelligence

Rational intelligence

Emotional Intelligence

Creativity

Motivation

Integrity

Collaboration

Flexibility

Holistic thinking

Internal Processes

Financial

Customer

Employee Learning and

Growth

Capture emotional, social, moral/spiritual aspects in workplace in manageable and quantifiable ways- create holistic performance management and development model • A web application: evaluating competencies and

performance management• High performance team: develop high performance

teams by integration of emotional, moral, spiritual competencies

• Newtonian and Quantum Organization : A comparative study of In context of New economy, Social Networking , Emotional and Spiritual intelligence

Ultimate Goal

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A look on intelligence

Business NeedsScientific basis of each

intelligence

Key performance Parameters

Psychometric measurement

Integration and personalized improvement plan

What competencies to seek for?

Intellectual

assets

Bottom-up innovation, teamwork, open

knowledge sharing, adaptability to changes,

customer focus, spirituality

Motivation, integrity, collaboration, creativity, flexibility, holistic thinking

Emotional, Social, Moral and Spiritual Intelligence

Self awareness, emotional control, confidence, empathy, conscience, tolerance, inner drive, etc.

  Motivation Integrity Collaboration Creativity Flexibility Holistic Thinking  

Emotional Competencies

Confidence, Emotional awareness, Emotional management , Sustain motivation, endurance, drive for achievement

Emotion and Impulse control, confidence in one’s values and principles

Healthy self-regard, Optimism, Impulse control

Optimism, emotional management, confidence

Stress management, Emotion and Impulse control, Stable self esteem 

Emotional awareness

Social Competencies

Motivating/ managing others’ emotions

Empathy, Understand complex social relationships

Empathy, Situational radar, Resolve conflicts, Change catalyst,Moving others towards oneself, Responsiveness, Authenticity, sincerity

Self-expression, Influencing others

Building bonds, effective communication, Situational radar, resolve conflicts

Empathy, Situational radar

Moral Competencies

Responsibility, self-control Moral judgment, Stand up against injustice, Keep promises

Respect, Tolerance Social responsibility

Tolerance Social responsibility, apply universal principles to personal actions

Spiritual Competencies

Self-understanding, Access to deep values and will, inner harmony, purpose seeking

Intrinsic drive to serve and give, Access of deep values of self, Meaning seeking and led by vision

Embrace diversity, love and unity with people

Spontaneity and energy, Seeking truth and curious, Flexibility of perspectives

Time-management, Flexibility of perspectives

Seeing the fundamental and essence, love and unity with nature/universe

Neurological Understanding of each intelligenceIdentifying competencies in brain: • Active areas: brain imaging such

as fMRI, PETs• Brain waves: EEG• Lesion behavior studies• Structural connectivity patterns

Employee Fulfillment

Creativity, uniqueness,

capable, aware,

ideal self, discover meaning of life

Self-esteem, achievement, respect of others, respect by

others

To love others, love oneself, be loved, trust others and be trusted,

belonging to the team & organization

Emotional stability, moral environment, security of employment, financial security

survive

Self actualization

Esteem

Love/Belonging

Safety

Physiological

Spiritual Intelligence

Social Intelligence

Moral Intelligence

Emotional Intelligence

Newton and Industry..!!Prevalent way of viewing the workings of an organization today are:

• Founded on revolutionary ideas of Newton and Descartes

• Which brought about organizational structure in the Industrial Revolution

• Relies on stability and predictability

Isaac Newton

Chaotic Environment• Increasing levels of uncertainty and

unpredictability are evident in today’s business environments

• Business routines and strategic planning processes that depend on predictability and stability lose credibility

• Global recession means there’s no stability

In order to thrive in a rapidly changing and ambiguous environment

A business organization needs to adopt

A new paradigm that sees the world as : complex, chaotic and uncertainty is accepted

Newtonian Paradigm

1500 - 1700

• Pervades all areas of scientific endeavor particularly- scientific management

• Compelling by its simplicity, coherence and apparent completeness.

Atomistic and Reductionist

• Assumes behavior of any system can be explained by looking at its smallest parts.

• Everything in the word made of atoms- smallest part

• Assumes infinite precision of behavior

Simplistic

• Crux- world is a machine that works on simple rules

• Large natural phenomena explained by simple laws

• E.g. gravity =

Limited Scope

• Break down when some “limits” are crossed

• E.g. subatomic lengths.

• Limits were “imperfections to be avoided”

Quantum Paradigm

• World is infinitude of complex parts interacting in even more complex ways

• Asserts that “nothing in nature is fixed” and “control is an illusion”

• Randomness and unpredictability are not a breaking down of the laws but fully accepted and embraced

• Continual turbulence in the universe- stable structures and orderliness emerge from stable interactions

20th Century

19© 2011 Infosys Technologies Ltd.

Newtonian VS QuantumNewtonian Quantum

Atomistic

Focus on functional parts.

Holistic

Focus on relationships, integration

Determinate

Assumes certainty & predictability. Emphasis on control

Indeterminate

Value in uncertainty & ambiguity. Requires trust, faith.

One or the other

Selective/exclusionary – There is one truth, one best way.

Differences embraced Inclusive, synergistic.

Reductive

Whole is the sum of its parts. Parts exist independently.

Emergent, self-organizing

Whole greater than sum of its parts. Order emerges spontaneously.

Better Aligned Organization

• Structures: Internal structure of the organization• External realities: Market place of organization and overall economic

condition• Internal realities: Technology, processes and systems• Individuals : Needs of employees that work for organization

Organizations in chaotic and turbulent environments will benefit from having Quantum paradigm in its internal structure- will be evident in the output of the employees (individuals)

Factor’s affecting a business organizations ability to meet customer needs

Typically petal shape- ideally four overlapping circles

Quantum Organization Capacity to create an empowering atmosphere:• trust • safety • sense of belonging, enabling continuous introspective and organizational learning and aligning of personal (self) values to behavior.

Unique solutions and ideas emerge from self sharing of all members who allow their individual skill sets, insights and personal identities to be aligned with the values and goals of the enterprise

Quantum Journey Model• 6 organizational capabilities

characterizes a Quantum organization

• Interconnection and optimization of these personal attributes into a motion of fluidicity helps facilitate a quantum organization

• Quantum leadership is needed which operates with quantum thinking- implementing quantum principles into organization

Motion of Fluidcidity

“An Interconnected model of organizational capabilities that can be optimized in a community-of-practice to create synergy by flow”

Operational Definitions

•  Trust: Willing acceptance of one person’s power to affect another.

• Spirit: The fundamental emotional and activating principle or animating force within living things that determine self-character.

• Thinking Together: Listening deeply to other points of view, exploring new ideas and perspectives, while searching for points of agreement.

 • Learning: modification of a personal behavior or tendency by the act,

process or experience of gaining knowledge or skills. •  Dialog: Demonstrated by individuals from different mindsets who can

meet as equals to explain and explore their beliefs and practices together.

• Values: Beliefs of a person or social group in which they have an emotional investment (either for or against something).

Quantum Leadership

“Quantum leadership provides a path through the unpredictable, the non-linear and the highly complex nature of organizations”.

Quantum leader :• incorporates quantum principles into his/her

thinking • aware of both the professional and private

aspects of their members• “working with the spirit of followers at the

emotional, intellectual, and technical levels”.

Quantum Principle: Heisenberg Uncertainty PrincipleThe Heisenberg Uncertainty Principle: It is impossible to know both the exact position and the exact velocity of an object at the same time.

The very process of determining one property affects the other.

Application in quantum organization

• Ideas for Planning • Applications for Planning

• Uncertainty cannot be escaped in the business organization

• Embrace uncertainty and use it to direct where learning and exploration should take place

• “There is no completion proof that everything important has been factored into a decision”

• Planning process must be understood as a learning process

• How might our the actions affect the context or environment in which the actions are being taken?

• Do we know enough on how the trend being focused on may manifest in the future?

Quantum Principle: Wave Particle DualityWave Particle Duality: • all particles have wave and

particle properties at the subatomic level.

• E.g. Electrons undergo diffraction and can interfere with each other as waves, but they also act as point like masses and electric charges

Young’s Slit’s Experiment

Application in quantum organization

Ideas for Planning

• Avoid dualistic (either-or) thinking in planning- analyses based on it are too simplified

• Dualistic thinking kills creativity- moving beyond it leaves space for innovation

• Identify dualistic thinking during strategy planning and making important decisions

• Look at the broader context during decision making looking at matters around, inside and outside issues being discussed

Applications for Planning

Quantum Principle: Nothing is real until observed

Nothing is real until observed:• Also based on double slit

experiment

• electron not being observed has a wave like property that covers probability of the areas that it could be found behind the slit

• Once the electron is observed (by using a detector), the wave function collapses and it behaves like a particle

Application in quantum organization

Ideas for Planning

• An observation could collapse what you are viewing into what you think it is but only from your point of view

• The probabilities of what it might be has been collapsed into what you think it is based on your previous experiences

• Alternative viewpoints should be pursued aggressively

• Instead of focusing on being right, a better position would be to focus on being open

Applications for Planning

Quantum Principle: “Many Worlds” Idea

“Many Worlds” Idea :• Two simultaneous observations

from different points of an event can give different true and accurate measurements

• Observation affects reality. Therefore this leads to multiple realities

Application in quantum organization

• Multiple realities exist- a business organization may view the same trends as its competitors and come up with equally valid conclusions

• New observations can change how the business environment is perceived and lead to different strategies and actions by all players

Ideas for Planning

• Give attention to wild card ideas that seem to be on the periphery-use them to generate innovative ideas

• Seek out alternative perspectives from insiders and outsiders

Applications for Planning

Quantum Learning Principles

Prior Knowledge

• Appropriate prior knowledge

• Activating prior knowledge

Motivation

• Value• Expectancies

Feedback

• Effective Feedback

• Timely Feedback

Self-directed learning

• Analyze task at hand and own skills

• Plan approach and monitor progress

Mastery

• Practice integrating acquired component skills

• Know when to apply it

Implementation of Quantum Learning Process in the Organization

Goals

Practice

Observed Performance

Targeted Feedback

Lead

s toAllows for

Gui

des

furt

her

Transforming Directed learners to Self Directed Learners

ASSESS the task

Evaluate Strengths and weaknesses

PLAN

Apply Strategies

Monitor performance

REFLECT and adjust if

needed

Prior Knowledge

When

ActivatedSufficientAppropriateAND Accurate

When

InactiveInsufficientInappropriateORInaccurate

HELPSLearning

Hinders Learning

Outcome of Implementation : Better Motivational Alignment

Expectancy

MotivationGoal

directed behavior

Learning and

performance

Value

Outcome of Implementation :Mastery

MASTERY

KNOW when to

apply skills

PRACTICE Integrating

Skills

ACQUIRE Component

Skills

Sample Structure of Quantum Organization

Framework Software Implementation

Learn the development technology

• .NET framework

• ASP.NET web programming with C#

• Databases and SQL server

Design

• Functional requirements

• UI/ HTML markups for pages

• Database design

• Class design• Project plan

Implementation

•Questionnaire system for competency data collection

•Input system for productivity data

•Survey system for user opinion collection

•Online forum system •Database to store and retrieve data

•Account management system for rights and accessibility

Testing

• Database• Survey• Assessment• Forum• Usability• Exception

Handling

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Technical Framework

presentation Business Logic

Data Access Layer

Data Storage