4. sinergy lds in quantum

7/25/2019 4. Sinergy Lds in Quantum

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Synergy Leadership in Quantum Organizations

Dale S. Deardorff [email protected]

University of DeVry /Keller Graduate School of Management Naperville, Illinois USA

Greg Will [email protected]

AERA Energy Bakersfield, California USA

Copyright 2006 Fesserdorff Consultants

ABSTRACT

This paper discusses the need for Leaders to move intoan active role in creating, developing and maintainingsynergy within quantum organizations. To provideorganizational direction for Vision, Mission andperformance execution means taking groups, teams andCommunities-of-Practice (Wenger, 1999) to a newsustained level of innovative thinking and performance.We must start by recognizing that the leadership role iscrucial to moving an organization forward in a positivedirection unfortunately the path there is confusing and

not clearly articulated requiring new operationaldefinitions for Change, Synergy and Leadership. Theoperational definitions proposed in this paper will allow astronger focus on communication around Quantumorganizations, synergy or simply Thinking Together.The phrase and challenge - The journey starts with youapplies everywhere!

INTRODUCTION

You may be asking yourself Why do we want or needa Quantum Organizationor what is SynergyLeadership, both of which are valid and important

questions for current and aspiring organizationalleaders. The path to both terms requires a Journey ofexploration into the individual at a level referred to as theSelf.

To explore the material submitted in this paper willrequire new and critical Operational definitions, whichare constructed in the meanings included at the end ofthe paper. The first fundamental definition required is fora Quantum Organization: An organizational capacity tocreate an empowering atmosphere of trust, safety, and asense of belonging enabling continuous introspectiveand organizational learning and the aligning of personal

(Self) values to behavior. The capacity to create andmaintain this atmosphere results in:

1. Spirit and Vision2. Shared Values3. Positive dialogue and Communication4. Trust and Personal Courage5. Double and Quantum loop learning

(adapted from B. DePorter, 1992).

Another new critical term is Synergy Leadership

Synergy is a process where the interaction of two omore agents or forces combined effect is greater thanthe sum of their individual effects. Synergy leadership isa reality created by the conditional interaction betweenformal leaders and all other individuals creating value fothe organization (conditioned on having a QuantumOrganization environment). The product of SynergyLeadership is a phenomenon whereby the combinedeffect of the relationships far exceeds the sum of theirotherwise individual effects. The greater value of thecombined effect results from individuals workingtogether in mutually enhancing ways to achieve successby inspiring one another to set and accomplish both

personal and organizational objectives.

Achieving this new perspective on leadership andorganizations requires the reformulation and then thereconstruction of mental models (paradigms) to allowthinking-together as well as continuous learning andupdating ultimately, a Selfjourney into the QuantumOrganization.


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Trust

Values

Learning Spirit

Dialog

Think Together

LEADER

SELF

Figure 1: Quantum Organization

Within the Quantum Organization are three tiers or

levels of interaction which are the Self, the Motions ofFluidicity and the Leader (i. e. Synergy Leader). Theintersection of all three of these elements is theQuantum Node where synergy is created to produceinnovation and novel, new ideas.

The previously stated term; Synergy Leadership is aprocess where the interaction of two or more agents orforces combined effect is greater than the sum of theirindividual effects. The byproduct is an evolvingphenomenon that occurs when individuals work togetherin mutually enhancing ways to achieve success byinspiring one another to set and accomplish both

personal goals and a group vision.

Also imbedded in the Quantum Organization model isthe Leader, who can be virtual or dispersed from theenterprise but still interconnected. To achieve this newperspective on Leadership and Organizations requiresupdating or creation of new mental models that allowthinking together, collective thought and movement ofthought. Ultimately a Self Journey into the QuantumOrganization.

THE JOURNEY

Many organizations have spent years moving from onestate towards anotherhence a TransformationalJourney. This transformation is not foreign but requiresa change in the way that the individuals interact witheach other and their enterprise paradigm. The Journeytowards a Quantum Organization means moving awayfrom a Newtonian Organization paradigm towards acurrent model that captures both personal andprofessional experiences and possibilities, one that isdynamic and may be changing constantly, morphing andevolving with inertia to create movement in anenvironment that may be chaotic. (Cycle of Balance andFlow)

Margaret Wheatley (1999) asserts that NewtonianOrganizations no longer work (if they ever did) and thatleaders can invigorate their businesses and institutions(and churches) by incorporating the insights of quantumphysics. The reason we want to move away from theNewtonian Organization is they embrace and requirecertainty and predictability. They are typicallyhierarchical in structure, with perceived poweremanating from the top, and authority & controexercised at every level. They tend to be heavilybureaucratic and rule-bound, but most importantly theyare necessarily inflexible and are managed as thoughthe individual parts (groups/teams) organize the whole(enterprise).

Now that we understand a potential starting point for theJourney towards a Quantum organization we findourselves asking the following questions?

How fast or slow do we need to move?

Who travels with you?

What are the obstacles along the way

Is there a wrong path?

How do you know when you are there?

QUANTUM ORGANIZATIONS

Prior to answering the previous questions we need tounveil what the authors are describing as a QuantumOrganization. Only then can a true sense for synergyleadership be established. The framework and structureof the Quantum Organization seen in Fig. 1 provides anew mental model of interconnections and fluidicity.

Trust

Thinking

Together

Learning Dialog

Spirit

Values

Figure 2: Motions of Fluidicity

The Quantum Organization itself relies upon theemergence of unique solutions, ideas, and insightsthrough the Self sharing of all members aligning theirindividual skills sets, talents, insights, personaexperiences, and individual identities with the values and


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goals of the enterprise. To embrace the model requiresa sense and explanation into what the majorinterconnected features of the Motion of Fluidicitydiagram mean.

Trust: The inclusion into Communities-of-Practice, with a sense of openness to Self-awarenessand Personal courage.

Values: A perspective of Ownership, basedupon positive values established fromunquestioned Integrity,Accountabilityfor theSelfactions of the members.

Thinking Together: The ability to fully leveragesynergy and exponential thought (realizingmagnitudes more value from the output [ideas]through collective thought and problem solving).

Learning: The ability to experience Single loop,Double loopand Quantum learning.

Dialog: An open Consciousness incommunication, a Self-Presenceand the abilityto move through Paradigms.

Spirit: A Visionwhich is perceivable, theunderstanding of Personal balanceand thepractice of Stewardship.

The blend of these Selffeatures comprises the mindsetand individual capabilities required to make atransformation into the Quantum Organization. Themovement is Self-paced and now the hard part.. andneeds to be embraced by everyone in the enterprise.

What makes this Journey different from previous ones isthat none of the paths of the six interconnected featuresis the wrong path they are all moving together,evolving and growing with the enterprise into a positiveexperience.

LEADERSHIP

Most organizations accept mediocre performance fromindividuals as well as from the organization itself.

Actually, most organizations are completely obliviousabout the results they could achieve with desirablebehavior patterns institutionalized with in the

organization. Effective leadership in a QuantumOrganization requires new skills and behaviors from amanagerial perspective (leader-manager) as well as acertain personal value-system and discipline (Leader-Self). Each level of leadership is also responsible forcreating and developing the necessary behavior patternsat the next level their direct reports.

The Leaders ability to develop others to reach theirultimate level of value and effectiveness is somewhatlimited (since it requires the individual to consciously andsystematically improve their own performance).

However, leaders ability to inhibit or prevent thedevelopment of those within their span of control isunquestionable. Leaders must create an environmentwith an empowering atmosphere of trust, safety, and asense of belonging enabling continuous introspectiveand organizational learning and the aligning of personal(Self) values to behavior..what M. Follett might refer toas an abundance of leadership.

The call to create an abundance of leadership willrequire thinking about Leadership in a new way. Whatwe are striving for are the skills they need to ensure thattheir organizations are guided accurately and effectivelythrough periods of transformation.

Quantum leadership is not traditional management it isa new paradigm of advanced organizationalstewardship. As in physics and the theory of quantummechanics; quantum leadership provides a path throughthe unpredictable, the non-linear and the highly complexnature of organizations. To accomplish this requires theability to create a relationship and atmosphere oftransformational leadership and dynamic leader-follower

Porter OGrady (1997) observed that:

"Leaders issue from a number of places in thesystem and play as divergent a role as theirplaces in the system require" (p. 18). OGrady(1997, 1999).

He observed and proposed that knowledge oftechnology had changed the traditional hierarchy ofleadership. Traditionally, worker knowledge rosevertically as the worker moved up the chain ofcommand. Typically, knowledge bases increase asposition increases. Now leadership and the knowledge

associated with it has shifted in a way that allows forgrowth in the horizontal connections" (OGrady, 1997p. 17).

Transformational leadership merges ideals of leadersand followers (Sullivan & Decker, 2001). Its charter is tomorph both manager and employee together so that wecan pursue a Selfleadership role which "encouragesothers to exercise leadership"(p. 57) utilizingstewardship.

STEWARDSHIP

Peter Block (author of Stewardship and TheEmpowered Manager) has defined stewardshipas holding something in trust for another.Leaders in Quantum Organizations are stewardsof the physical and intellectual capital, talentsand value-adding relationships of theorganization. This kind of stewardship requiresa new form of leadership. We are experiencinga rapid shift in many businesses and not-for-profit organizations away from the moretraditional autocratic and hierarchical models oleadership and toward servant-leadership


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(Larry C. Spears, CEO, The Greenleaf Centerfor Servant Leadership).

The characteristics of servant-leadership include:

1. Listening They listen receptively to what isbeing said and unsaid. Listening, coupled withperiods of reflection, is essential to the growthand well-being of the servant-leader.

2. Empathy One assumes the good intentions ofco-workers and colleagues and does not rejectthem as people, even when one may berequired to refuse to accept certain behaviors orperformance. Servant-leaders must beempathetic listeners.

3. Healing The healing of relationships is apowerful force for transformation andintegration.

4. Awareness General awareness, andespecially Self-awareness, strengthens theservant-leader. It lends itself to being able toview most situations from a more integrated,holistic position.

5. Persuasion Reliance on persuasion, ratherthan on ones personal authority in makingdecisions leads to better decisions and betterrelationships. Persuasion over coercion offersone of the clearest distinctions between thetraditional authoritarian model and the servant-leadership model.

6. Conceptualization The ability to look at aproblem or an organization from aconceptualizing perspective means that onemust think beyond day-to-day realities. Thischaracteristic requires discipline and practice.

7. Foresight Closely related toconceptualization, foresight is a characteristicthat enables the servant-leader to understandthe lessons from the past, the realities of thepresent, and the likely consequences of adecision for the future.

8. Stewardship Stewardship (and servant-leadership) assumes first and foremost, acommitment to serving the needs of others. Italso emphasizes the use of openness andpersuasion, rather than control.

9. Commitment to the growth of people Servant leaders believe that people have anintrinsic value beyond their tangiblecontributions as workers. The servant-leaderrecognizes the tremendous responsibility to do

everything in his or her power to nurture thepersonal and professional growth of employeesand colleagues.

10. Building community The servant leadesenses that much has been lost in recent humanhistory as a result of the shift from locacommunities to large institutions as the primaryshaper of human lives. This awareness causesthe servant-leader to seek to identify somemeans for building community among those whowork within a given institution.

(adapted from On Character and Servant LeadershipTen Characteristics of Effective, Caring Leadersby LarryC. Spears)

The authors believe that these tencharacteristics of servant-leadership also definethe necessary characteristics of effectiveleaders in the Quantum Organization. Byembracing the Servant leadership skill set andintegrating Synergy leadership core

competencies you fully describe the intent of theQuantum Leader.

SYNERGY LEADERSHIP

Synergy is defined by Curley (1998, p. 70) as...an evolving phenomenon that occurs whenindividuals work together in mutually enhancingways toward a common goal. Synergy Leadersmust take the responsibility for helping toestablishing the environment where this kind ofenhancing can take place. The Synergy Leadeprovides a template or mental model for a

system to use as a basis for a proposedarchitecture.

First, the leader must start with developing anorganization and infrastructure that can supportsynergies of thought. This involves developingthe ability to imagine a desired state, through theuse of from there to here thinking establishedby R. Ackoff (1981) and implement the buildingblocks to achieve that desired future. Ackofadvises us to visualize and think first about anideal future state and build back from that. Hissuggestion is that if we design the future from

the present reality, the possibilities are alwayslimited. Quantum leaders begin developing theorganization first. The enterprise andenvironment is chaotic without a community-of-practice that is magnetized around the concepof excellence in synergy thinking. The leademust create a vision of the idealizedorganization first and articulate how teammembers can share thinking productively as acore competency to support the organizationastructure.


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Creating this vision can be even morechallenging and chaotic when the team,organization, leader and customer all arepotentially in a virtual or distance arrangement.The previous leadership descriptions havediscussed hands-on opportunities for leaderswhere their influence and input can clearly beseen. The Quantum Organization modelstresses the importance of facilitating abilitiesand skills to support the creation of new andnovel ideas and innovation. To do this meanswe must move beyond the previously describedNewtonian Organizational model and embrace aVirtual Leadership model for dispersed leaders,teams and/or distributed communities-of-practice. In todays global economy, more andmore people are working physicallydisconnected from their fellow team membersand leaders. Virtual teams have become a factof life as the appropriate skill sets becomediffused across the world. This is because themarketplace has gone global, and with ittechnology has evolved to optimize all

communication methods.

To innovate in this virtual environment mayrequire teams that are dispersed over multiplebusiness locations, which could be in differentgeographical areas. With this comes the need tofunction effectively in a cross cultural setting.The challenges and opportunities that differentcultural backgrounds bring to the virtualenvironment can provide a level of diversity thatcan not be achieved through other means.Interconnections of people in different timezones, companies and industries require the

establishment and optimization of strategies tobuild trust for positive relationships and a globallearning community.

Rovin (2001) describes many organizations asengaged in a war of the parts against the wholeand notes that parts (teams/groups) often try tosucceed at the expense of the enterprise as awhole. The message to leaders is a challenge todesign the organization first because thefunction of the parts flows from the whole.Synergy Leaders should focus on the design ofthe relationships and interactions between the

parts because that interaction defines thesuccess or failure of the enterprise.

C. Handy (1998) describes the talent ofconceptual thinking skills which he suggestsdiffers from the technical and human skillsadditionally required by leaders. He definesconceptual skills as the ability to see what needsto be done, and to articulate it in a way that getsothers excited. A primary success criteria forsynergy leaders is the ability to conceptualizetheir organizations as a biological system. Thissystem is organized synergistically around the

members collective thinking to create theexcitement of working towards the needs of thewhole organization rather than the Self interesof the individual parts. Quantum organizationsare systems that are directly connected to theneeds of the customers and the leaders, andthey are inversely magnetized with each other.

The word systemis closely related to synergy.

by R. Kenny and J. Glover define system asbringing together...; an arrangement of thingsso related or interconnected which can form aunity or organic whole...; e.g., a number ofbodily organs acting together..., typically seen asthe circulatory system. This is similar to theorganic model and metaphor for a bee hivewhere the actions of the members almost seempre-programmed or a school of fish that canseem to all move at the same instant.

In our current Newtonian Organizationsunfortunately, leaders can magnetically repeeach other versus being drawn and magnetized

together for the greater work of the wholeSynergy Leaders can work with each othercollectively and demonstrate synchronousmotion when they are actively engaged aroundthe needs of customers, team members and theenterprise.

A Synergy Leader empowers the organizationaframework to organize the work of collectivethinking. The Synergy Leader mental modereflects the interconnected characteristics of theLeader, the team members, and the enterprisewithin which collective thinking is valuable. The

more opportunities that team members have toquestion, examine, and validate the, paradigmsassumptions, perceptions, and valueperspectives which they use to createinformation, select alternatives, and respond tosituations, the stronger they become as teammembers. This newly developed and honed skilset can assist in the transformation of theNewtonian thinking model into a Quantumenvironment, established and ready to deal withconcepts that are dynamic changing or evolvingand are chaotic.

SYNERGY

When defining and understanding synergy we need tolook to the past to try to understand the futureby thatwhat is meant is some what unclear and ambiguous.Synergy is not something we can hold in our hand butthe term implies a multiplier effect which can allow theenergy of individual work or service to multiplyexponentially through joint, collaborative effort. B. Fullerwas the person most responsible for making Synergyacommon term. His work was centered around exploringand creating synergy which he found to be a basic


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principle of all interactive systems. Group synergy isdescribed as the action which evolves and flows from agroup of people who are collaboratively synchronouswith each other so that they can move and think as one.This action is instinctually orchestrated, positive,empowering, and uses the resources of the group as awhole.

One appropriate metaphor can be provided by themembers of an orchestra. These members tune their

instruments to the same note before they begin to playtogether. The musicians then play Together, in thesame tune and same harmony with each other, eventhough their individual instruments and the notes playedmay be different. The fundamental principle of synergycan be defined as, The interaction of two or moreagents or forces so that their combined effect is greaterthan the sum of their individual effects. When we sayTwo heads are better than one we are acknowledgingthe power of synergy. The byproduct is an evolvingphenomenon that occurs when individuals work togetherin mutually enhancing ways toward a common goal.(adapted from Curley, 1998)

Creating a truly synergistic environment requires acomplex set of environmental (cultural) factors as well ascertain skills and competencies in the leaders and teammembers. Among these environmental factors is ahighly collaborative environment based on trust.Professor Karen Stephensons research has indicatedthat The form and substance of talk in an organizationis as palpably influential on performance as a magneticfield is on a cluster of iron filings. Companies, she says,can exert far greater control over their competitivenessand their future than most researchers have everthought possible, by putting the right people in the rightplaces and fostering new opportunities for them to talk

with each other. (Karen Stephensons Quantum Theoryof Trust by Art Kleiner) Professor Stephensonaddresses the required environment of trust as well asthe structural element of designing-in opportunities forcollaboration and synergy.

Putting people in an environment lacking trust, opencollaboration, time to think, and systems & structuresthat reward working together (as opposed to individualcontributions) and expecting the benefits of synergy issynonymous with expecting a fish to thrive in a dryenvironment. Peter Senge, in The Fifth Discipline,explains There is the need to think insightfully about

complex issues. Here, teams must learn how to tap thepotential for many minds to be more intelligent than onemind. While easy to say, there are powerful forces atwork in organizations that tend to make the intelligenceof the team less than, not greater than, the intelligenceof individual team members. With that soberingperspective, the leaders challenge in a QuantumOrganization is to create the necessary culture anddesign-in the opportunities for synergy to occur.

THINKING TOGETHER

It has been proposed that: "Our traditional thinkingmethods . . . are no longer adequate to deal with therapidly changing world of today . . . ". What peopleneed, according to Meg Wheatley, is the courage to slowdown and start conversations with each otherConversation is the natural way in which humans havealways thought together. The premise of thinkingtogether is based upon a foundation of parallel thinkingwhich is the opposite of the Western Newtonianmethodology of argumentation that requires people tomove forward by creating an argument or position (deBono, 1993, p. 81).

Our information and technology methods are constantlyevolving but we have developed very few tools toexplore our ordinary everyday thinking. Realistically, ourtraditional thinking methods have not changed focenturies, side A and side B are in conflict. Each sideseeks to criticize the others point of view. While thesemethods were powerful in dealing with a relatively stableworld (where ideas and concepts tended to live longerthan the people), they are no longer adequate to deawith the rapidly changing and complex world of today

where new concepts and ideas are urgently neededThis position creates an adversarial environment wherethere is more interest in winning or losing the argumentthan exploring the subject (de Bono, 1993, p. 81). TheNewtonian tradition of argumentation is commonlydescribed as The Gang of Three Plato,AristotleandSocrates(de Bono, 1985, p. 1). It is suggested that thistype of adversarial thinking had its time in society and isexcellent for debates and law presentations but does notencourage joint collaboration or sharing of ideas. Toooften protagonists can become emotionally attached totheir positions becoming more inflexible and interestedin winning the argument, rather than collectively

exploring the subject.

Socrates (469-399 B.C.): Socrates was trained as a"sophist." Sophists were people who played with wordsand showed how the careful choice of words could leadyou to almost any conclusion you wanted. Socrateswas interested in challenging people's thinking andinfluencing them to think at all instead of just takingthings for granted. He wanted people to examine whathey really meant when they said something. He was noconcerned with building things up or making thingshappen. From Socrates we get a great emphasis onargument and critical thinking.

Plato(c. 427-348 B.C.): Plato is described as the fatheof Western philosophy. He is known for his famousanalogy of the cave where someone is restrained so thathe person cannot turn around but can only view theimage projected by the fire at the front of the cave, onthe back wall of the cave. He explained that if we tryhard enough and listen to philosophers, then perhapswe can get a glimpse of the truth. From Plato we get thenotion that there is the "truth" somewhere but that wemust search for it to find it. The way to search for thetruth is to use critical thinking to attack what is untrue.


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Aristotle(384-322 B.C.): Aristotle was the pupil of Platoand a tutor of Alexander the Great. Aristotle was seen asa very practical person who developed the notion of"categories," which are really definitions. On the basis ofhis categories and the avoidance of contradiction,

Aristotle developed the sort of deductive logic we stilluse today. This logic is based on "is" and "is not",identity versus non-identity and on inclusion versusexclusion.

To counter act these thinking styles which are focusedon argumentation, debate and adversarial individualthinking requires the deliberate process focused onDialog, Inquiry, Advocacy and suspension of judgment.Both side A and side B explore all sides of an issue.

Adversarial confrontation is replaced by a cooperativedialog and exploration of the subject. Dialoguing is thecommunicative process of speaking and listeningbetween two or more individuals in a way that allows themembers to change their minds or their thinking about aparticular idea. It can allow building a deeperunderstanding of a specific activity or idea so that theparticipants can achieve true collective and parallel

thinking. Parallel Thinking is based on cooperation andexploration by using the method of thinking, which canmaximize performance and can minimize or eliminateego. The collective and deliberate switching from onemetaphoric thinking hat to another allows the user toswitch thinking to the desired, appropriate direction. Thiscan allow the separating of ego from performance.Similar to an artist, who has a palette full of colors, the E.De Bono 6-Thinking Hats can provide a series ofdifferent tools to be used in different thinking situations.

The Six-Thinking Hats (1970) is a communication stylethat encourages parallel thinking moving away from

argumentation and adversarial thinking moving towardsa more productive collaborative discussion. This forcesyou to move outside your habitual thinking style, andhelps you to get a more rounded view of a situation. 6-Thinking Hats breaks communication into six discretesegments of the framework process for collaborativethinking. This can be applied to improve generalthinking within an organization. The 6-Thinking Hatsmakes an effort to experience a new freedom whichallows the user to move with others from one hatthinking position to another in a natural flow of thinking(de Bono, 1985, p. 83). This thinking is separated intodeliberate categories of thinking which provides a simple

way to introduce a micro culture of innovation into theorganization with the use of the Green Hat to createalternatives. (de Bono, 1985) Practicing the use of thehats increases the users performance and results.These are Red Hat, White Hat, Green Hat, Yellow Hat,Black Hat & Blue Hat Thinking which allows inquiry andexploration.

Inquiry is the process of formulating information about aspecific idea or thought in a way which allows you tocreate a clear, accurate understanding of it. Theindividual and collective skills of inquiry includeobserving, describing, comparing, identifying,

associating, inferring, predicting, and applying whichallow the formulation of specific information themespatterns or trends. Advocacy is the process of openlystating beliefs and the reason for those beliefs so otherscan clearly understand what you are stating andexposing any weaknesses in belief structure. The beliefscan then collectively be examined and strengthened bysuspending our initial judgments which can allow us theopportunity to find value in all the members of the groupTrue thinking together, collaboration and creativity canbe optimized when we share with others that we dontknow all of the answers and approach an issue togetherwith curiosity, not certainty.

Many people can think with a very positive and rationaleviewpoint. This may be an indicator of why they may besuccessful, but they may also fail to explore theirthinking from an emotional, intuitive, creative or negativeviewpoint. This can mean that they can underestimatethe established resistance to individual ideas and refuseto make collaborative creative alternatives. Thisapproach is a deliberate appreciation of differenperspectives which are based on different experiences

beliefs, and ideas creating the possibility of uniquealternatives.

Collective Thought

For most of the history of Western Newtonianthought, researchers have focused on individualcognitions refusing to recognize the influenceson thought of the surrounding collective.Collective thought is when two or more peopleare benefiting from each others thinking. It iswhen the combination of personal energies,resources, talents and efforts equals more than

the sum of the parts.when 1+1=3 (or more!).What is many times referred to as patterns isactually a groups ability to work, interact in apositive way and communicate together.

Collective thinking is not Group Think (Janis,1977) which is when groups seek conformity,unity and they sacrifice everything in order tomaintain peace within the group, causing poordecision-making. Collective thinking is basedupon patterns which are so subtle that they tendto be hidden and not immediately visible. As P.Senge (1999) described previously, a fish, which

is unaware of the water in which it swims until itis removed from it, so we tend to be unaware ofour collective thought patterns until we arebrought out of them.

These patterns remain relatively obscure, non-visible and taken for granted. They only come toour attention when we interact withorganizational cultures that have differentcollective thought patterns. Culture is typicallyseparated into three different levels ofawareness (Schein, 1992).


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Artifacts

Espoused Values

Basic UnderlyingAssumptions

Figure 3: Three Levels of Culture

Culture can be described as a shared meaningand behavior. It is something that we have incommon with each other and is represented bythe things that are important to people. Theseare ultimately the things they value; and it isrecognizable in the actions and things thatpeople do.

Artifacts: Are organizations structures forworking and interacting in their physicalenvironment. They are objects for daily use,rituals and activities, dress, ways in whichpeople interact," etc. The way these artifacts areviewed and valued may and often do vary fromone community-of-practice to another.

Espoused Values: Is a belief structure withinthe team, group or organization about what isimportant, what the community-of-practiceverbalizes as it values. They can be disguisedbecause espoused values, often expressed inpositive terms, may mean something verydifferent from what is actually expressed.

Shared Basic Assumptions: Is possibly the mostsignificant level of culture because theseassumptions define the invisible culture, theydetermine what makes it function every day.However, these shared basic assumptions,although very basic and highly determinative ofa groups behavior are almost subterranean.They tend to go unnoticed until someoneinfringes on one of them. Then the shared basicassumption is subject to be verbally expressed,

usually demonstrated as show of frustration by ateam member who recognizes the perceivedviolation.

These three levels of culture all influence thecommunication necessary to create alternativesand the ability to interact in a way that allowscollective thought. To maximize thiscommunication for recognition of alternatives ina Quantum organization will require a need toestablish awareness of what the authorspropose as Paradigm Tears in the

organizational and individual thinking. Thisparadigm exposure and the new thinking whichevolves from it can be seen in the figure 4.

Paradigm

Recognition

Edge

of

Chaos

Paradigm

Tear

SelfTransformation

and Awareness

Paradigm

Reorganization

Evolving Paradigm

ProfoundChange

in

Thinking

Perceived Reality

[1]

[2][3]

[4]

Figure 4: Quantum Thinking

In the Quantum Thinkingmental model proposed abovethe opportunity for collective thought can be improved byfollowing a four step process which contains:

Step 1; Paradigm Tear: A paradigm tear iswhen an existing paradigm is exposed as havinga feature that is new or inconsistent with thecurrent thinking. This can be initiated by a newprocess, element, component or feature to whaour existing understanding and thinking abou

something was causing us and uncomfortablefeeling of chaos.

Step 2; Paradigm Recognition: Paradigmrecognition is when the old paradigm and thenew paradigm are mentally juxtaposed togetheintuitively providing indication that somethingdifferent must happen. This could be seen asthe edge or beginning of a paradigm shifts(Kuhn, 1974).

Step 3; Paradigm Reorganization: Theparadigm reorganization is the mental process

of cognitive evolution , re-thinking andacceptance of a new mindset. This new mindseis built upon possibilities and new alternatives.

Step 4; Self Transformation: A profound changein thinking and awareness which leads to a Seltransformation. This is almost like resetting thecognitive clock so that the chaos created by theparadigm tear has been resolved and a neworder is temporarily in place.

The incorporation of Synergy and its subsets into theQuantum organization establishes new mindsets fo


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chaos and new understanding of how individuals cancome togetherthink together and explore newalternatives that are beneficial to theSelf.

CONCLUSION

Today.right nowwe require organizations and the

individuals inside them to be adaptable, flexible, and tohave the capacity to be open to dynamic change. Whileliving systems typically have these types ofcharacteristics, leaders continue to use non-living,Newtonian mechanical models to mold the design oforganizations, interactions and perceptions about chaosand change. Additionally, current organizational modelsand descriptions do not adequately address the dynamicprocess of leading and managing in conditions ofturbulence and uncertainty. We must explore the pursuitfor more dynamic mental models that capture theunpredictable, chaotic aspects of transformationconfronted by today's organizations. The current

Newtonian Organizations strive to transform themselvesthrough a variety of independent efforts which aremerely Band-Aids for symptoms, which makes themunable to establish the paradigm adjustments andmental models that would illustrate adaptive structuresand processes for constructive transformation. Thisoutdated Newtonian management implementation ofcommand, control, predictability, and hierarchycounteracts efforts to make positive change.

Much of what this paper proposes to establish withQuantum Organizations, Synergy Leadership andParadigm Transformations is not unique. The sixcomponents of the Movement of Fluidicitymodel can berecognized by anyone experienced in organizationaldesign and development efforts, and several are directlytransferable to current management initiatives of thepast decade (team building, business processreengineering, emotional quotient, statistical processcontrol, continuous process improvement, learningorganizations). These features are also present in theNewtonian Organizational model to some degree but arefractured and not established as a connected system.But, the Quantum Organization infrastructure, which isan interconnected system, comprised of ThinkingTogether, Dialog, Spirit, Learning, Values and Trustbalanced both by the Leader and the Selfoptimizes this

conceptual mindset creating an integrated series oftransformational components.

So where is this shift in seeing, thinking and actiontowards a Quantum model applicable? The benefits ofthese transformational components/systems can beclearly seen in three distinctly different but interlinkedunique environments:

Synergy Leadership: The development ofsynergy leadership to create a positiveenvironment in which innovation and ideas canbe created is always considered a challenge.

Many times the Leader influences the directionthat is pursued at the expense of the Self

Acknowledgement of the proposed six Momentsof Fluidicity model provides a method tovisualize and construct a new Quantum savvyculture established through the optimization oindividual skills sets in an advanced thinkingtogether community-of-practice. The diversity othe Quantum Organizations members aredemonstrated by the shared experiencesexchanged through dialogue. The leadersJourney is to create a shared vision towards acommon goal, generating open environmentsthat allow ideas and alternatives to radiate aseveryone contributes to their full potential.

Transforming the Quantum Organizationsimultaneously accomplishes the work oftransforming individuals within the organizationThis dialog will allow the constructive explorationof new and unique paths composed of a varietyof cultures, shared assumptions, sharedperspectives, and shared ways of evaluating the

results. The leadership role within this Quantumculture embraces a blended series ofcharacteristics such as Stewardship, SynergyVirtual and Servant Leadership characteristicsand organizational charters. The intricacies ofdeconstructing the cultural norms, impliciassumptions, and group processes thaunconsciously rigidify organizations and add tothe difficulty of solving complex challenges wilcontinue to be the individual journey required ofthe Self in a Quantum Organization which wilunleash inspiration and passion. [Whole BrainTeam, Thinking and Participation]

Business Learning Environment: The businesslearning environment is one in which trainingand introduction to skills sets, philosophies andnew mental models are presented toCommunities-of-Practice focused on ParadigmTransformation. This Learning Process hasinitiatives that embrace continuous improvemenof the formal systems which develop managingthe enterprise in a holistic manner possible. Thisinvolves the perpetual attention to definitionalignment, and deployment of life long learningprocesses across the organization's strategicarchitecture, its structural forms, and its reward

practices integrating Single loop, Double Loopand Quantum learning objectives. To establishthis Quantum learning awareness andenlightenment requires the participation and thetalents of each member capitalizing on the abilityto share the perceived and real obstacles toseeing, thinking, and acting in sync withexpectations of both internal and externacustomers. This allows the restructuring ofpatterns and relationships in each member'smind/brain. [Whole brained Skill/Mindset basedon values]


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Modern Organization or Enterprise: We need tobring individuals together in positive ways thatremove the constraints of inappropriatestructure, control, communication and providethe environment to work creatively andproductively on tasks critical to the QuantumOrganization. Current publications continue todescribe Innovation as the key component tosuccess for creating new and novel ideas toimprove market share and stay competitive withconstant changes and chaos around them. TheQuantum Organization is developed to beadaptive and dynamically able to evolve aroundthe needs of the individuals. Through thecontinuous involvement of individual members(Self) in the Self-designing and Self-managingprocesses of the quantum organization, theymay be able to attain higher levels of Self-awareness, possibly make better choices for theorganization and for themselves, and recognizea greater level of meaning in their own lives andsense of the uniqueness of their Self identity.[Whole Brained Diversity]

Ultimately what we have described in the form of aQuantum Organization is the development of anorganizational system which embraces the uniquenessof the individuals (Self) and positions them in alignmentwith the Synergy Leader. This leadership position can beremoved and virtual but still positively interconnected tothe enterprise. A series of six skill sets and capabilityareas comprise the hub or spoke of the QuantumOrganizational model. As these capabilities arestrengthened a clearer awareness of Self-reflection, bothon an organizational and personal level becomenecessary to make a learning organization capable and

committed to develop a new consciousness on dynamicchange and chaos. This is the Journey to see,understand and align the process of ParadigmTransformation with the Self.

The easiest area to describe but hardest area torecognize in the Quantum Organization is theSelf. Wehave provided easily understood features andcharacteristics for the other components of theQuantum Organizational model but what is missing is.. You, ultimately what you bring to the model!

Thinking

FeelingSeeing

Hearing

Cognition

Emotions

Perception

Filters

Speaking

Questioning

Sensing

Intuition

Paradigms

Assumption

Decisions

Logic

Awareness

Information

Self

Spirit

Learning

Judging

Values

Framing

Figure 4: Quantum Measurement

This means your personality, energy, spirit, quirks andyour experiences. All of these features comprise theuniqueness we call Self. Additionally what is needed isa measurement rubric, tool or instrument that can createa Quantum Measurement capturing these features asseen in figure 4. Without the Selfand a measurement ofsome type to determine its strengths ands weaknessesyou can not have the Quantum Organization. Its abilityto accept and move with Chaos and dynamic changecan only be channeled constructively by utilizing yourability to accept accountability for the interactions;communication and dynamic ability maketransformations in a chaos filled word.


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REFERENCES

1. Ackoff, R. (1999). Re-creating the organization. New

York: Oxford University Press.

2. Ackoff, R. (2003). Redesigning Society. Stanford,

CA: Stanford University Press.

3. Checkland, P. (2000). Systems thinking, systems

practice. Chichester, England: Wiley.

4. de Bono, E. (1999). Six thinking hats. London:

Penguin Books.

5. de Bono, E. (1999). Lateral thinking: Creativity step

by step. New York: Harper & Row

6. DePorter, B. & Hernacki, M. (1992). Quantum

Learning: Unleashing the Genius in You. BantamDoubleday, NY:

7. Gardner, H. (1983). Frames of Mind: The Theory of

Multiple Intelligences. London: William Heinemann.

8. Gardner, H. (1996).Are there additional

intelligences? The case for naturalist, spiritual and

existential intelligence. in J. Kane (ed) Education,

Information and Transformation. Englewood Cliffs,

NJ: Prentice-Hall.

9. Herrmann, N., (1996). The whole brain business

book. New York: McGraw-Hill.

10. Janis, I. L. & Mann, L. (1977). Decision making: A

psychological analysis of conflict, choice, and

commitment. New York: Free Press.11. Kuhn, T. (1996). The structure of scientific

revolutions(5th ed.). Chicago: University of Chicago

Press.

12. OBrian, H. (1990). Visionary leadership: A guide to

making a difference. Los Angeles: Hugh OBrian

Youth Foundation.

13. Rogers, E. M. (1995). Diffusion of innovations (4th

ed.) New York: Free Press.

14. Scholtes, P.R. (1998). The leaders handbook. New

York: McGraw Hill.

15. Senge, P. (1990). The fifth discipline: The art and

practice of the learning company. New York

Currency Doubleday.

16. Stein, M. I. (1974). Stimulating creativity. New York

Academic Press.

17. Sternberg R. J. (1999). Handbook of creativity

Cambridge, UK: Cambridge University Press.

18. Sternberg, R. J. and Lubart, TI. (1999). The concept

of creativity: prospects and paradigms; In: Handbook

of Creativity. R. J. Sternberg. Cambridge, UK:Cambridge University Press.

19. Wenger, I., (2004). Communities-of-Practice

learning, meaning and identity. Cambridge

University Press.

20. Wheatley, M.J. (1999). Leadership and the New

Science, Berett-Koehler, San Francisco, CA, 1994.

DEFINITIONS

Within the anticipated dialog surrounding SynergyLeadership in Quantum Organizations there is a needto Self-declare certain defined meaning for specificterms to provide operational definitions & a groundedinterpretation for the readers.

Accountabil ity: A theme of the Valuescharacteristic inthe Motion of Fluidicity model which demonstratescompletely responsible for what they do and must beable to give a satisfactory reason for it.

Change: To make or become different through themovement from one system or situation to another.

Change Perspective: The comfort and ability toincorporate alternative points of view into generatingideas. The ability to Change Perspective allows us toremain curious and develop alternative ideas. (PLAY2003)

Collective Thought: A theme of the Thinking Togethecharacteristic in the Motion of Fluidicity model whichallows a shared idea, a joint consideration, a cooperativeintention.

Community-of-Practice: A theme of the Truscharacteristic in the Motion of Fluidicity model which iscomprised of a group of people who engage in aprocess of collective learning in a shared domain ofhuman endeavor. (Wenger, 1998)

Consciousness : A theme of the Dialogcharacteristic inthe Motion ofFluidicitymodel which demonstrates


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Connected: The physical embodiment or flow of energy(verbal), information, or influence (Checkland, 1999, p.313)

Creativity: A human mental phenomenon based on thedeployment of divergence and convergence cognitiveskills and/or conceptual tools, which in turn, canoriginate and develop innovation, inspiration, or insight.

Dialog: A characteristic of the Motion ofFluidicitymodelwhich demonstrates that individuals from different Selfmindsets meet as equals to explain and explore theirbeliefs and practices together. The aim is not conversionor proselytizing; it is to improve understanding, mutualrespect, and personal growth seeking mutualunderstanding and harmony. Similarly, a group of peopleengaged in dialogue can discover a flow of meaningthat, like music, reflects a synergy of perspectives thatincludes but also transcends the contribution of eachparticipant.

Double Loop Learning: A theme of the Learningcharacteristic in the Motion of Fluidicity model whichdemonstrates those sorts of organizational inquiry whichresolve incompatible organizational norms by settingnew priorities and weightings of norms, or byrestructuring the norms themselves together withassociated strategies and assumptions. (Argyris, Schn,1978)

Fluidicity: Organizational equilibrium associated withthe shift and movement of free energy inside a personalmodel of Self.

Group: A number of individuals assembled together orhaving some unifying relationship among each other.

HBDITM

: [Herrmann Brain Dominance Instrument] Aninstrument for measuring a persons thinkingpreferences, using a metaphoric four quadrant modelwith basic Upper Cognitive and Lower Visceral scaleswith opposite poles. The four quadrants are: (1) UpperLeft Analytical, (2) Lower Left Planning, (3) Lower RightFeeling, and (4) Upper Right Innovative.

Imaginative Intelligence: people with a capacity tooriginate new ideas and cultivate them as individualsand in organizations. (S. Zades, J. Stephens, 1993)

Individual: A single human, with a unique personalityconsidered apart from a society or community.

Innovation: An idea, practice, or object that is perceivedas new by an individual or other unit of adoption(Rogers, 1995).

Integrity: A theme of the Values characteristic in theMotion of Fluidicity model which demonstrates thequality of being honest and having strong moralprinciples that you refuse to change.

Journey: An act or instance of traveling from onephysical or mental place to another.

Leader: (i.e., Synergy Leader). The ability to helpdiverse groups of people to work together in productivesynergized harmony by moving thought.

Leadership: A two-way relationship whereleadera,b,c,d(s) and followers together achieve success by

inspiring one another to set and accomplish bothpersonal goals and a group vision (H. OBrian, personalcommunication, June 12, 2004).

Learning: A characteristic of the Motion of Fluidicitymodel which demonstrates the modification of apersonal behavioral or tendency by the act, process oexperience of gaining knowledge or skills.

Movement of Thought: A theme of the ThinkingTogethercharacteristic in the Motion ofFluidicitymodewhich

Multi-Dimensional: Having, involving, or marked by

several dimensions or aspects (Websters RevisedUnabridged Dictionary, 1998).

Newtonian Organization: A collection of individuals thaare typically hierarchical in structure, with perceivedpower emanating from the top, and authority & controexercised at every level. They tend to be heavilybureaucratic and rule-bound, but most importantly theyare necessarily inflexible and are managed as thoughthe individual part (departments) organizes the whole(enterprise).

Organization : A structure through which individuals

cooperate systematically to conduct business.

Organizational Transformation: Ashift froman old (inflexible, dysfunctional) model to a new (moreflexible and adaptive) model. (Kilmann and Covin, 1988)

Ownership: A theme of the Valuescharacteristic in theMotion of Fluidicity model which demonstrates thepersonal answerability to someone or for some activity.

Paradigm: A theme of the Dialogcharacteristic in theMotion of Fluidicitymodel which demonstrates acoherent, internally consistent approach for making

sense of the universe and coping with life: how onesees, thinks, and behaves. A paradigm is a fairly rigidset of categories that are organically infused within ahuman mind/brain.

Personal Balance: A theme of the Spirit characteristicin the Motion ofFluidicitymodel which demonstrates

Personal Courage: A theme of the Trustcharacteristicin the Motion ofFluidicitymodel which

Positive Direction: A theme of the Thinking Togethecharacteristic in the Motion of Fluidicity model which is


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beneficial to the organizational essence characterized bythe presence rather than the absence of distinguishingfeatures which can lead to expressing or implyingaffirmation, agreement, or permission.

Presence: A theme of the Dialog characteristic in theMotion ofFluidicitymodel which demonstrates

Quantum Organization: A organizational culture whichcreates an empowering atmosphere of trust, safety anda sense of belonging by learning to align personalvalues to behavior to produce integrity, succeed byturning failure into success, communicate in a positive,direct, responsible manner, focus on the task at hand,follow and keeping true to one's vision, take ownership,be flexible by changing plans that do not work to plansthat do and to keep personal balance throughadjustments in thoughts, feelings, and behavior(adapted from B. DePorter, 1992).

Self: A person considered as a unique individual who isconsciousness of their own identity or an aspect ofsomebody's personality, especially as perceived by

others.

Self-Awareness: A theme of the Trustcharacteristic inthe Motion ofFluidicitymodel which

Single-Loop Learning: A theme of the Learningcharacteristic in the Motion of Fluidicity model whichdemonstrates a lack of goals, values, frameworks and,to a significant extent, strategies. Single-loop learning ischaracterized as when, members of the organizationrespond to changes in the internal and externalenvironment of the organization by detecting errorswhich they then correct so as to maintain the central

features of theory-in-use. (Argyris, Schn, 1978)

Spirit: A characteristic of the Motion ofFluidicitymodelwhich demonstrates

Stewardship: A theme of the Spiritcharacteristic in theMotion ofFluidicitymodel which demonstrates

Synergy: The interaction of two or more agents orforces so that theircombined effect is greater than thesum of their individual effects. The byproduct is anevolving phenomenon that occurs when individuals worktogether in mutually enhancing ways toward a common

goal. (adapted from Curley, 1998)

Thinking: Ideational mental activity (in contrast toemotional activity); the flow of ideas, symbols, andassociations that brings forth concepts and reasons.

Thinking Together: A characteristic of the Motion ofFluidicitymodel which demonstrates listening deeply toother points of view, exploring new ideas andperspectives while searching for points of agreement. Itallows Parallel Thinking and bringing unexaminedassumptions into the open. The process usually revolves

around a pressing question that needs to be addressedrather than a problem that can be efficiently solved. Aproblem needs to be solved; a question cannot besolved, but it can be experienced and, out of thatexperience, a common understanding can emerge thaopens an acceptable path to action. The processcollectively explores a question, weighing the strengthsand weaknesses of alternative points of view, andsearching for a common understanding.

Trust: A characteristic of the Motion ofFluidicitymodewhich demonstrates

Values: A characteristic of the Motion ofFluidicitymodewhich demonstrates the beliefs of a person or sociagroup in which they have an emotional investment(either for or against something).

Vision: A theme of the Spiritcharacteristic in the MotionofFluidicitymodel which demonstrates

APPENDIX


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Dale S. Deardorff DM. Bio:

LEOS Engineering, The Boeing Company8531 Fallbrook Ave. West Hills, Ca. 91304 MC WB-59818-586-8618 or cell 818-581-9359

Dale S. Deardorff is currently a Project/Program Manager for Boeing Laser Electro Optical Systems (LEOS) supportingWest Hills and Anaheim programs. He has more than 16 years of service with the Boeing Company and has held variousleadership positions in engineering and project/program management. He has experience in technology development,

electro-mechanical design and new product development.

Dale has supported NASA ISS Space Station systems, KKV (Kinetic Kill Vehicle) Theatre Defense, X-33 LinearAerospike, RS-83/84 propulsion development, ABL (Airborne Laser) Management Information Systems (MIS), AdvancedEnergy Systems, process development and external subcontract management. Additionally he has 8 years with LockheedSkunk Works and 2 years with Vista Controls Corporation.

He has a MA in Design & MS in Automation Engineering from Cal State University Northridge, a Doctorate inOrganizational Leadership from The University of Phoenix Tempe. Mr. Deardorff has also served for over 10 yearssupporting the Hugh OBrian Youth Foundation http://www.hoby.orgin many roles from a Seminar Vice-Chair to

Ambassador Counselor. He continues to foster the vision to help young adults Learn how to think Not what to think.He is currently a National Management Liaison to HOBY for both the Cal. LA and Cal Central Leadership sites and runsthe Cal Central Ambassador Mentorship Program.

Dale teaches distance learning in Project Management and Project Management Communications for DeVryUniversity/Keller Graduate School of Management focusing on facilitating students to understand the leadership andmanagement responsibilities in business environments. Mr. Deardorff is a member of the In2InThinking networkhttp://www.in2in.orgsince 2001 and a member of the event Forum Planning Team for all 4 forums. In his off time he likesto mountain bikes at the beach and plays volleyball.

Greg Williams Bio:

Aera Energy LLC10000 Ming Ave.Bakersfield, CA 93312

661-665-5549 or cell 661-344-6640

Greg L. Williams is currently an internal consultant for Aera Energy LLC. He has 25 years service with Aera and has heldvarious supervisory positions in operations and engineering. His current consulting role is focused on the implementationof a lean business model at Aera.

He has been in an internal consulting/advisor role for the past seven years, consulting at every level of the organization,and specializing in enterprise performance management, continuous improvement (business process improvement),innovation, problem solving, and now lean. Greg has done extensive benchmarking and networking in many differentindustries and academia throughout the United States and Canada.


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Greg has a certificate in engineering management from California Institute of Technology in Pasadena, CA. He holdsmany profession certifications through the American Society for Quality including, Certified Quality Manager, CertifiedQuality Engineer, Certified Quality Auditor, and others. Greg is very active in The Association for ManufacturingExcellence, serving on the Board for the Western region, serving on the program committee for the National conference,and is a member of the AME Champions Club (an executive consortium).

Greg is also very involved in Civil Air Patrol (civilian auxiliary of the United States Air Force). He is the Executive Officerfor Safety, Training, and Compliance for Central California, and the Deputy Commander for the Bakersfield CompositeSquadron. He is also very involved in his church. Of Gregs many roles and titles in life, his favorite is Grandpa.

4. sinergy lds in quantum

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