Barbados Group for Development of a New Paradigm for Performance Research Paper Series最新文献

{"title":"A New View of Integrity: A Life-Changing Model","authors":"W. Erhard, M. C. Jensen","doi":"10.2139/ssrn.2516603","DOIUrl":"https://doi.org/10.2139/ssrn.2516603","url":null,"abstract":"There is far too much concern today about the conflicts of interest between people; for example, agency theory (the conflicts of interest between agents and owners) -- a favorite topic of Jensen -- and not enough attention paid to the damage caused by an individual's conflict of interest with himself or herself. We argue here that a large amount of the damage inflicted on people and organizations is caused by actions of individuals that are not in their own self interest. That is, people consistently impose costs on themselves, their loved ones, friends, associates, partners, employers and the public by actions that are not in their own self interest.In this presentation we focus on the integrity issues that cause huge problems in the lives of most individuals and to every one we come in contact with. These slides draw on the work on a new model of integrity that is available at:http://ssrn.com/abstract=920625 http://ssrn.com/abstract=1542759http://ssrn.com/abstract=1511274We present a positive model of integrity that, as we distinguish and define integrity, provides powerful access to increased performance for individuals, groups, organizations, and societies. Our model reveals the causal link between integrity and increased performance, quality of life, and value-creation for all entities, and provides individuals and organizations access to that causal link. Integrity is thus a factor of production as important as knowledge and technology, yet its major role in productivity and performance has been largely hidden or unnoticed, or even ignored by economists and others.","PeriodicalId":232801,"journal":{"name":"Barbados Group for Development of a New Paradigm for Performance Research Paper Series","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-11-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129094302","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"A 'Value-Free' Approach to Values (PDF File of Powerpoint Slides)","authors":"M. C. Jensen, W. Erhard","doi":"10.2139/ssrn.1640302","DOIUrl":"https://doi.org/10.2139/ssrn.1640302","url":null,"abstract":"We argue here that the three factors we identify as constituting the foundation for being a leader and the effective exercise of leadership can also be seen as “A ‘Value-Free’ Approach to Values” that proves to be very effective in allowing students to acquire the foundations not only for great leadership, but also for a high quality personal life and an extraordinary organization.We characterize this approach as “value free” because, 1) integrity as we define it (being whole and complete) is a purely positive proposition, 2) authenticity as we define it is also a purely positive proposition (being and acting consistent with who you hold yourself out to be for others and who you hold yourself to be for yourself), and 3) being committed to something bigger than oneself is also a purely positive proposition (that says nothing about what that commitment should be other than that it be bigger than oneself).This presentation is based on our leadership research program conducted over the last seven years. That research was designed to discover what it actually takes to create leaders – that is, to leave students at the end of the course being leaders and effectively exercising leadership as their natural self expression. The current version of the course materials can be viewed at: http://ssrn.com/abstract=1263835.","PeriodicalId":232801,"journal":{"name":"Barbados Group for Development of a New Paradigm for Performance Research Paper Series","volume":"201 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-04-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115815817","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Introduction to Being a Leader and the Effective Exercise of Leadership: An Ontological Model (PDF File of PowerPoint Slides)","authors":"W. Erhard, M. C. Jensen, Kari L. Granger","doi":"10.2139/SSRN.1392406","DOIUrl":"https://doi.org/10.2139/SSRN.1392406","url":null,"abstract":"This presentation is based on our research program over the last seven years in which our objective has been to rigorously distinguish leader and leadership and to create a technology for providing access to being a leader and exercising leadership effectively (in short, a technology for reliably creating leaders). Our research program involves not only discovering the technology, but also to create a course that would be available to faculty in higher education to use, experiment with, research, improve on and innovate from. Our efforts thus required an experimental laboratory to discover what will enable us as educators to efficiently and effectively create leaders. Dean Mark Zupan of the U. of Rochester Simon School of Business provided us with a research/teaching laboratory during the five years (2004-2008) we worked there with students, alumni, executives, and faculty from various academic institutions. This laboratory allowed us to investigate leader and leadership as phenomena, and to create technologies for providing actionable access to leader and leadership. The course is now also taught at the U.S. Air Force Academy, was delivered in 2009 at the Erasmus Academie (Rotterdam), and a version of which is taught at the Erasmus University Law School. In June 2010 the course was taught at the Mays School of Business, Texas A&M University and in November 2010 in India under the auspices of the IC Centre for Governance and MW Corp. The course was taught at the Dartmouth Medical School in June 2012, in Whistler B.C. Canada for the benefit of the Erhard-Jensen Ontological / Phenomenological Initiative in October 2012, at entrepreneurship@UBC, University of British Columbia, Vancouver, B.C., Canada in June 2013, in Cancun, Mexico for the benefit of the Erhard-Jensen Ontological / Phenomenological Initiative in October 2013, in Singapore, hosted by Nanyang Technological University in July 2014, in Bermuda for the benefit of the Erhard-Jensen Ontological / Phenomenological Initiative in October 2014 and in Dubai, UAE held at the Zayed University Convention Center in January 2015. The course is still under development and will be for several more years. The course is designed to leave participants being leaders and exercising leadership effectively as their natural self expression, and to contribute to creating a new science of leadership. The technology and the course is founded on what we term an ontological/phenomenological model of human nature. The ontological approach is uniquely effective in providing actionable access to being a leader and exercising leadership effectively. While ontology as a general subject is concerned with the being of anything, here we are concerned with the ontology of human beings (the nature and function of being for human beings). Specifically we are concerned with the ontology of leader and leadership (the nature and function of being for a leader and the actions of effective leadership). Who one is being when being","PeriodicalId":232801,"journal":{"name":"Barbados Group for Development of a New Paradigm for Performance Research Paper Series","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123791006","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"A New Model of Integrity: The Missing Factor of Production (PDF file of Keynote and PowerPoint Slides)","authors":"M. C. Jensen, Kari L. Granger, W. Erhard","doi":"10.2139/SSRN.1559827","DOIUrl":"https://doi.org/10.2139/SSRN.1559827","url":null,"abstract":"An Actionable Pathway To Dramatic Increases In Individual And Organizational Performance. Full Day Workshop taught at Olin School, Washington University, St. Louis, MO, USA Workshop Objectives: To provide you and your organization(s) an unambiguous and actionable access to the causal link between integrity and superior performance, quality of life, value creation and competitive advantage. We define integrity as a state or condition of being whole, complete, unbroken, unimpaired, sound, perfect condition. We distinguish integrity as a matter of a person’s (or an organization’s) word being whole and complete. One’s word is whole and complete when one honors one’s word. During the course, we rigorously define your word, and we distinguish honoring one’s word from keeping one’s word. Honoring your word, as we define it, means you either keep your word or as soon as you know you will not, you say that you will not, and clean up any mess you cause by not keeping your word. Thus, even when you do not keep your word, you have a way to maintain your integrity. Honoring one’s word provides a powerful and actionable pathway to earning the trust of others. ---------------- Note: See the following papers for more details on our work on integrity: “Integrity: Without It Nothing Works�? (5 pages) an interview of Michael Jensen by Karen Christensen on the topic of integrity available at http://ssrn.com/abstract=1511274 For our much longer (and as yet incomplete) paper on the topic (see “Integrity: A Positive Model that Incorporates the Normative Phenomena of Morality, Ethics and Legality�? (124 pages, available at http://ssrn.com/abstract=920625)) A shorter abridged version of the full paper is: “Integrity: A Positive Model that Incorporates the Normative Phenomena of Morality, Ethics and Legality -- Abridged�? (39 pages, available at http://ssrn.com/abstract=1542759)","PeriodicalId":232801,"journal":{"name":"Barbados Group for Development of a New Paradigm for Performance Research Paper Series","volume":"49 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-03-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127287217","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Integrity: A Positive Model that Incorporates the Normative Phenomena of Morality, Ethics and Legality","authors":"W. Erhard, M. C. Jensen, Steve Zaffron","doi":"10.2139/SSRN.920625","DOIUrl":"https://doi.org/10.2139/SSRN.920625","url":null,"abstract":"We present a positive model of integrity that, as we distinguish and define integrity, provides powerful access to increased performance for individuals, groups, organizations, and societies. Our model reveals the causal link between integrity and increased performance, quality of life, and value-creation for all entities, and provides access to that causal link. Integrity is thus a factor of production as important as knowledge and technology, yet its major role in productivity and performance has been largely hidden or unnoticed, or even ignored by economists and others.The philosophical discourse, and common usage as reflected in dictionary definitions, leave an overlap and confusion among the four phenomena of integrity, morality, ethics, and legality. This overlap and confusion confound the four phenomena so that the efficacy and potential power of each is seriously diminished. In this new model, we distinguish all four phenomena - integrity, morality, ethics, and legality - as existing within two separate realms. Integrity exists in a positive realm devoid of normative content. Integrity is thus not about good or bad, or right or wrong, or what should or should not be. Morality, ethics and legality exist in a normative realm of virtues (that is, they are about good and bad, right and wrong, or what should or should not be). Furthermore, within their respective realms, each of the four phenomena is distinguished as belonging to a distinct and separate domain, and the definition of each as a term is made clear, unambiguous, and non-overlapping.We distinguish the domain of integrity as the objective state or condition of an object, system, person, group, or organizational entity, and, consistent with the first two of the three definitions in Webster's dictionary, define integrity as a state or condition of being whole, complete, unbroken, unimpaired, sound, perfect condition.We assert that integrity (the condition of being whole and complete) is a necessary condition for workability, and that the resultant level of workability determines the available opportunity for performance. Hence, the way we treat integrity in our model provides an unambiguous and actionable access to the opportunity for superior performance, no matter how one defines performance.For an individual we distinguish integrity as a matter of that person's word being whole and complete. For a group or organizational entity we define integrity as that group's or organization's word being whole and complete. A group's or organization's word consists of what is said between the people in that group or organization, and what is said by or on behalf of the group or organization. In that context, we define integrity for an individual, group, or organization as: honoring one's word.Oversimplifying somewhat, honoring your word, as we define it, means you either keep your word, or as soon as you know that you will not, you say that you will not be keeping your word to those who were co","PeriodicalId":232801,"journal":{"name":"Barbados Group for Development of a New Paradigm for Performance Research Paper Series","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-03-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129152317","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Integrity: Where Leadership Begins - A New Model of Integrity (PDF File of PowerPoint Slides)","authors":"W. Erhard, M. C. Jensen, Steve Zaffron","doi":"10.2139/SSRN.983401","DOIUrl":"https://doi.org/10.2139/SSRN.983401","url":null,"abstract":"Presented at the Center for Public Leadership, John F. Kennedy School of Government, Harvard University, Boston, MA, May 10, 2007.We present a positive model of integrity that provides powerful access to increased performance for individuals, groups, organizations, and societies. Our model reveals the causal link between integrity as we distinguish and define it, and increased performance and value-creation for all entities. And our model provides access to that causal link. The philosophical discourse, and common usage as reflected in dictionary definitions, leave an overlap and confusion among the four phenomena of integrity, morality, ethics, and legality. This confounds the terms so that the efficacy and potential power of each of them is seriously diminished. In this new model, we distinguish all four phenomena – integrity, morality, ethics, and legality – as existing within two separate realms, and within those realms as belonging to distinct and separate domains. Integrity exists in a positive realm devoid of normative content. Morality, ethics and legality exist in a normative realm of virtues, but in separate and distinct domains. This new model: 1) encompasses all four terms in one consistent theory, 2) makes the “moral compass” potentially available in each of the three virtue phenomena clear and unambiguous, and 3) does this in a way that raises the likelihood of those now clear moral compasses actually shaping human behavior. This all falls out primarily from the unique treatment of integrity in our model as a purely positive phenomenon, independent of normative value judgments. Integrity is thus not about good or bad, or right or wrong, or what should or should not be. We distinguish integrity as a phenomenon of the objective state or condition of an object, system, person, group, or organizational entity, and define integrity as: a state or condition of being whole, complete, unbroken, unimpaired, sound, perfect condition. We assert that integrity (the condition of being whole and complete) is a necessary condition for workability, and that the resultant level of workability determines the available opportunity for performance. Hence, the way we treat integrity in our model provides an unambiguous and actionable access to superior performance (however one wishes to define performance). For an individual we distinguish integrity as a matter of that person's word being whole and complete, and for a group or organizational entity as what is said by or on behalf of the group or organization being whole and complete. In that context, we define integrity for an individual, group, or organization as: Honoring one's word.Oversimplifying somewhat, honoring your word as we define it means you either keep your word (do what you said you would do and by the time you said you would do it), or as soon as you know that you will not, you say that you will not to those who were counting on your word and clean up any mess caused by not keeping your ","PeriodicalId":232801,"journal":{"name":"Barbados Group for Development of a New Paradigm for Performance Research Paper Series","volume":"14 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2007-06-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126551840","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Rhetoric Unlobotomized: Transformation of Terministic Screens (Part 2 of 3 in the Rhetoric Series)","authors":"David C. Logan, Halee Fischer-Wright","doi":"10.2139/SSRN.915321","DOIUrl":"https://doi.org/10.2139/SSRN.915321","url":null,"abstract":"Historically, rhetoric as an art has been considered both weak and nefarious. The authors, in a three part series on rhetoric, describe the \"lobotomization\" of rhetoric, its true power, and its applications with individuals and organizations. The second part of this paper covers the nature of humans and their relationship with language, including the automatic formation of two parts of the rhetorical person: character armor (or identity) and terministic screens (or webs of words). Character armor is how we want others to see us, while terministic screens is the means through which we see the world. This paper sets the stage for viewing organizations in rhetorical terms, which is the topic of the third paper.","PeriodicalId":232801,"journal":{"name":"Barbados Group for Development of a New Paradigm for Performance Research Paper Series","volume":"166 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-07-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123789822","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Defining Principles of an Effective Healthcare Leader","authors":"David C. Logan, Halee Fischer-Wright","doi":"10.2139/ssrn.909003","DOIUrl":"https://doi.org/10.2139/ssrn.909003","url":null,"abstract":"Most prescriptive lists of leadership keys lack an empirical basis, and often fail to connect with the complexities of the practice of medicine and the healthcare industry. Dr. David Logan and his colleague John King, in working with 24,000 people in two-dozen organizations (including several healthcare organizations), developed a framework that integrates the actions of leaders with the realities of organizational culture. The essence of this research is that tribal cultures can be categorized, on a one to five scale, and then upgraded with a set of interventions unique to the culture's level. The higher the cultural stage (or level), the more productive and competitive the tribe will be. Thus, the actions of an effective leader become situation-specific to the culture, the industry, and the strategy of the group.","PeriodicalId":232801,"journal":{"name":"Barbados Group for Development of a New Paradigm for Performance Research Paper Series","volume":"41 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-06-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133980364","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Managing for Breakthroughs in Productivity","authors":"A. Scherr","doi":"10.2139/ssrn.655822","DOIUrl":"https://doi.org/10.2139/ssrn.655822","url":null,"abstract":"This article is about creating and managing projects so as to deliberately and predictably produce results well beyond what could have been reasonably expected beforehand. This methodology was originated in the mid-1980’s and applied to 20 engineering projects at IBM with spectacular results. In the years since, many projects in a myriad of fields have been managed using the same techniques with similar results. This article describes the original IBM projects and some of the additional projects undertaken since then. It also outlines the methodology used and provides perspective on why the methodology works and the pitfalls to be avoided. George Bernard Shaw (1903) captured the essence of the work reported in this article: “The reasonable man adapts himself to the world: the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.”","PeriodicalId":232801,"journal":{"name":"Barbados Group for Development of a New Paradigm for Performance Research Paper Series","volume":"40 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1989-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121043571","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}