 Sheffield Hallam University 1 `

2 EFQM Excellence Model ® Processes Customer Results Society Results Policy & Strategy People Leadership Key Performance Results People Results Partnerships & Resources Enablers Results Innovation and Learning The EFQM Excellence Model is a Registered Trademark

 Sheffield Hallam University 3 Fundamental Concepts Results Orientation Customer Focus Leadership & Constancy of Purpose Management by Processes and Facts People Development & Involvement Continuous Learning, Improvement & Innovation Partnership DevelopmentPublic Responsibility

 Sheffield Hallam University 4 What’s Your Definition of Partnerships?

 Sheffield Hallam University 5 A Preferred Definition “Partnership - a developing relationship which has to be worked on” John Carlisle + R.C. Parker 1989 Beyond Negotiation

 Sheffield Hallam University 6 Partnership Development An organisation works more effectively when it has mutually beneficial relationships, built on trust, sharing of knowledge and integration, with its Partners. EFQM

 Sheffield Hallam University 7 Leadership & Constancy of Purpose The behaviour of an organisation’s leaders creates a clarity of purpose within the organisation and an environment in which the organisation and its people can excel. EFQM

 Sheffield Hallam University 8 Management by Processes and Facts Organisations perform more effectively when all inter-related activities are understood and systematically managed, and decisions concerning current operations and planned improvements are made using reliable information that includes stakeholder perceptions. EFQM

 Sheffield Hallam University 9 Process Working From Hierarchy to Process Working

 Sheffield Hallam University 10 The Prisoner’s Dilemma

 Sheffield Hallam University 11 The Prisoner’s Dilemma Version: Professor Gavin Kennedy Two prisoners, Slug and Gripper, are under arrest on suspicion of having committed a major crime.They are in separate cells and cannot communicate with each other. The authorities do not have enough evidence to convict them of the crime for which they were arrested. Instead the prosecutor speaks to each of them separately and offers them a deal: “If you confess to the crime and turn state’s evidence, you will go free and your former associate will receive a 10-year sentence. If you do not confess but your associate does, then he will go free and you will receive a 10-year sentence. If you both confess, you will receive 5 years each. If neither of you confesses, you will each be charged with a misdemeanour and receive a 1-year sentence”

 Sheffield Hallam University 12 The Dilemma Game

 Sheffield Hallam University 13 Red Attitudes Be aggressively competitive and non- cooperative Dominate your opponents Seek always to win All deals are one-offs Use ploys and tricks e.g. in negotiation Bluff and coerce Exploit the submissive Professor Gavin Kennedy

 Sheffield Hallam University 14 Blue Attitudes Be cooperative - even with aggressive partners Show respect to all partners Seek to succeed All deals lead to others Eschew manipulation Be open and play it straight Professor Gavin Kennedy

 Sheffield Hallam University 15 What are some examples of Red and Blue behaviour in our organisation?

 Sheffield Hallam University 16 Making a paradigm shift to relationship building

 Sheffield Hallam University 17 Uneven Relationship Negotiated Relationship Cooperative Relationship Hierarchical Thinking Process Thinking Copyright John Carlisle The Relationship Journey Coercive (Win/Lose) Complacent Initial Adversarial (Defensive) Positional (Old Policies) Joint Interests (Involvement) Joint Continuous Improvement (Win/win)

 Sheffield Hallam University 18 Uneven Relationship Negotiated Relationshi p Cooperative Relationship Hierarchical Status Power Functionalism Win/lose Us/them Competitive Exclusive Command/control Independence Low morale Poor behaviour towards others NIH, NIMBY Customer dissatisfied Holistic Holonic Empowered Cross-process working Win/win Partnership Cooperation Inclusive Involving Supportive Interdependence High morale Respect for all Good practice sharing Customer delighted The Relationship Journey

 Sheffield Hallam University 19 Coercive (Win/Lose) Complacent Initial Adversarial (Defensive) Positional (Old Policies) Joint Interests (Involvement) Joint Continuous Improvement (Win/win) Uneven Relationship Negotiated Relationship Cooperative Relationship Hierarchical Thinking Process Thinking Crisis of Trust Crisis of Purpose Crisis of Inter- dependence Copyright John Carlisle The Relationship Journey

 Sheffield Hallam University 20 Hierarchical Thinking Relies on power and authority Influence is vertical Senior management have all the wisdom and understanding Middle management acts as a conduit and often is unable to add value Insufficient focus on the customer

 Sheffield Hallam University 21 Process Thinking Do need some hierarchy! But not the only way to manage Organisation seen as a system designed to deliver as effectively as possible Recognising importance of interdependence Customer is paramount Achieved through cooperation And informed communication - up, down and sideways by influencing rather than dictating

 Sheffield Hallam University 22 So it’s about leadership and behaviour

 Sheffield Hallam University 23 Leadership & Partnership Principles Shared culture Shared Effort Shared vision & goals Shared Learning Shared Information KPIs/ Measures Values Knowledge/ Communication Leadership style Source: Institute of Management

 Sheffield Hallam University 24 Initiating and Sustaining Cooperation “ Surprisingly, there is a single property which distinguishes the relatively high-scoring entries from the low scoring entries. This is the property of being nice…never being the first to defect.” “ Mutual cooperation can emerge in a world of egoists with a cluster of individuals who can rely on reciprocity” Professor Robert Axelrod

 Sheffield Hallam University 25 The Relationship Perspective Realisation that there needs to be a shift from the traditional partnership approach based on the “exchange” perspective, to cooperation through a “relationship” perspective For internal and external partnerships

 Sheffield Hallam University 26 Exchange vs Relationship Process Value distribution Outcome Value creation Exchange Perspective Relationship Perspective Relationship: Cooperation to create value for customer and supplier Exchange: Exchange of value (in goods or services) for money Reference: Grönroos 2001

 Sheffield Hallam University 27 Value Creation Value becomes created not by the products or services, but from the value-creating processes Focus should be on developing processes and relationships rather than products and services Need to consider how to create real ‘value’ From customer/supplier relationship management to customer/supplier value management

 Sheffield Hallam University 28 Initiating and sustaining cooperation Developing trust in the relationship Understanding the needs of others Developing Constructive Relationships Win/win or walk away Unconditionally constructive Communicate John Carlisle Stephen Covey Be proactive Put first things first Begin with the end in mind Synergise Seek first to understand, then be understood Think win/win