1. © Centre for Integral Excellence Sheffield Hallam University www shu.ac.uk/ntegralexcellence Values and the Fundamental Concepts EFQM Education Community of Practice Athens 13-15 October 2004 MIKE PUPIUS Chair EFQM Education Community of Practice

2. © Centre for Integral Excellence Sheffield Hallam University www shu.ac.uk/ntegralexcellence 

3. © Centre for Integral Excellence Sheffield Hallam University www shu.ac.uk/ntegralexcellence Fundamental Concepts of Excellence Results Orientation Customer Focus Leadership & Constancy of Purpose Management by Processes and Facts People Development & Involvement Continuous Learning, Innovation & Improvement Partnership Development Corporate Social Responsibility

4. © Centre for Integral Excellence Sheffield Hallam University www shu.ac.uk/ntegralexcellence Customer Results Society Results Processes Policy & Strategy People Leadership Key Performance Results People Results Partnerships & Resources ResultsEnablers Innovation and Learning The EFQM Excellence Model is a Registered Trademark EFQM Excellence Model ® Everythingisconnectedtoeverything

5. © Centre for Integral Excellence Sheffield Hallam University www shu.ac.uk/ntegralexcellence

6. © Centre for Integral Excellence Sheffield Hallam University www shu.ac.uk/ntegralexcellence Towards a sustainable education paradigm OntologyRealist IdealistRealist/idealist EpistemologyObjectivist/positivist Constructivist/interpretistParticipatory Theory of learningBehaviourist ConstructivistParticipative/systemic Function of sustainable education Remedial DevelopmentalRemedial/developmental transformative Main emphasisGoals/outcomes Learning experienceTransformative learning experiences FocusKnowledge acquisition Meaning makingMeaning making appropriate in context SeeksBehavioural change Capacity buildingWholeness and sustainability ReflectsInstrumental values Intrinsic valuesIntrinsic & transformative values PedagogyTransmission/instructivist Transaction/constructivist Transformative Desired changeIntegration AutonomyBalance between autonomy and integration and between systemic levels Intrinsic problemObjectivism Relativism

7. © Centre for Integral Excellence Sheffield Hallam University www shu.ac.uk/ntegralexcellence Intrinsic and Transformative Values

8. © Centre for Integral Excellence Sheffield Hallam University www shu.ac.uk/ntegralexcellence Making a difference Community Involvement Making a difference in the local community Internal Cohesion Sense of Purpose Finding work that has meaning Transformation Self-Actualisation Adaptability, Self-knowledge, Personal Growth Self-esteem Self-Improvement Professional Growth, Being the Best Relationships Harmonious Relationships Family, Friendship, Respect Survival Personal Security Physical Safety, Financial Stability Service 7 6 5 4 3 2 1 Seven Levels of Personal Consciousness Social Responsibility Service to humanity and the planet

9. © Centre for Integral Excellence Sheffield Hallam University www shu.ac.uk/ntegralexcellence Survival Relationships Self-esteem Transformation Internal Cohesion Making a difference Service 7 6 5 4 3 2 1 Seven Levels of Organisational Consciousness Financial Security Budget, Stakeholder Value, Safety Harmonious Relationships Open Communication, Customer Satisfaction Organisational Effectiveness Productivity, Efficiency, Quality, Systems Continuous Renewal New Products and Services, Adaptability Strong Cultural Identity Shared Vision, Shared Values, Creativity Strategic Alliances Community Involvement, Employee Fulfillment Social Responsibility Service to humanity and the planet

10. © Centre for Integral Excellence Sheffield Hallam University www shu.ac.uk/ntegralexcellence Human Systems – Four Quadrants ValuesBehaviors Collective Individual Culture Group values and beliefs Social Structures Group behaviors Personality Individual values and beliefs Character Individual behaviors Based on the work of Ken Wilber

11. © Centre for Integral Excellence Sheffield Hallam University www shu.ac.uk/ntegralexcellence Cultural Transformation (Barratt, Wilber) ValuesBehaviors Collective Individual Culture Group values and beliefs Social Structures Group actions and behaviors Personality Individual values and beliefs Values Alignment Mission Alignment Structural Alignment Personal Alignment Character Individual actions and behaviors Personal Integrity – Walk the Talk Group Cohesion – Enhanced Capacity for Collective Action Group Resilience – Enhanced mission performance under all operating conditions

12. © Centre for Integral Excellence Sheffield Hallam University www shu.ac.uk/ntegralexcellence Integrating for Excellence Team and organisational effectiveness Understanding yourself Team Dynamics Organisational effectiveness Self knowledge Peak Performance Meaning-making / Culture Strategy and design Personal capabilities Decisions Performance Motivation Role

13. © Centre for Integral Excellence Sheffield Hallam University www shu.ac.uk/ntegralexcellence Integrating for Excellence Team and organisational effectiveness Understanding yourself Team Dynamics Organisational effectiveness Self knowledge Peak Performance Meaning-making / Culture Strategy and design Personal capabilities Decisions Performance Motivation Role

14. © Centre for Integral Excellence Sheffield Hallam University www shu.ac.uk/ntegralexcellence

15. © Centre for Integral Excellence Sheffield Hallam University www shu.ac.uk/ntegralexcellence Survival Relationships Self-esteem Transformation Internal Cohesion Making a difference Service 7 6 5 4 3 2 1 Seven Levels of Organisational Consciousness Financial Security Budget, Stakeholder Value, Safety Harmonious Relationships Open Communication, Customer Satisfaction Organisational Effectiveness Productivity, Efficiency, Quality, Systems Continuous Renewal New Products and Services, Adaptability Strong Cultural Identity Shared Vision, Shared Values, Creativity Strategic Alliances Community Involvement, Employee Fulfillment Social Responsibility Service to humanity and the planet