Presentation to the South Pacific & Asia Internal Audit Conference in Melbourne on leveraging the Integral Framework for building a high performance team - (http://www.iia.org.au/sopac/home.aspx)

2. 21ST CENTURY ORGANISATIONAL
DEVELOPMENT
ALIGNING ORGANISATIONS, CULTURE AND PEOPLE FOR STRATEGIC
TRANSFORMATION
cornerstoneintegral.com
info@cornerstoneintegral.com

3. Building a High
Performance Audit
Team Using the
Integral Framework
© Cornerstone Integral

4. © Cornerstone Integral
• The world has never been so complex as it is right now—it is mind boggling
and at times emotionally overwhelming.
• The world only seems to get more complex and cacophonous as we
confront the major problems of our day: extreme religious
fundamentalism, environmental degradation, failing education and health
systems, volatile financial markets, fluctuations in economic performance as
well as political and ethnic differences that seem unresolvable.
• Never have there been so many disciplines and worldviews to consider and
consult in addressing these issues: a cornucopia of perspectives.
CONTEXT

5. © Cornerstone Integral
CONTEXT
• But without a way of linking, leveraging, correlating, and aligning these
perspectives, their contribution to the problems we face are largely lost or
compromised.
• We are now part of a global community and we need a framework—global
in vision yet also anchored in the minutiae of our daily lives—that can hold
the variety of valid perspectives that have something to offer our individual
efforts and collective solution building. This is framework in known as
Integral Theory

6. © Cornerstone Integral
PURPOSE
• To explore the Integral Framework to help us
begin to understand how we as leaders of teams
use the framework as a map to understand and
build a high performance team.

7. © Cornerstone Integral
VUCA
Volatile
Uncertain
Complex
Ambiguous

8. © Cornerstone Integral
THE CURRENT MARKET
ENVIRONMENT
• The environment has changed: it is more complex, volatile
and unpredictable.
• The skills needed for leadership, organizational excellence and high
performing teams have also changed – more complex and adaptive thinking
abilities are needed.
• The methods being used to develop leaders and teams have not changed.
(Together Everyone Achieves More)
• The majority of managers are developed from on-the-job experiences,
training, and coaching/mentoring; while these are all still important, leaders
and their teams are often not developing fast enough or in the right ways to
match the new and complex environments.
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9. © Cornerstone Integral
KEN WILBER
• American philosopher Ken Wilber has over 30 years written books in areas
such as cultural anthropology, philosophy, sociology of religion, physics,
healthcare, environmental studies, science and religion, and
postmodernism.
• Wilber first began to use the word ―integral‖ in 1995 to refer the bringing
together of many and various perspectives in adult and human development
• Wilber has published over two dozen books and in the process has created
integral theory.2
• Since its inception by Wilber, integral theory has become one of the
foremost approaches within the larger fields of integral studies and meta-
theory.4

10. © Cornerstone Integral
WHAT IS INTEGRAL THEORY ?
• Integral theory weaves together the significant insights from all the major
human disciplines of knowledge, including the natural and social sciences
as well as the arts and humanities.
• As a result of its comprehensive nature, integral theory is being used in over
35 distinct academic and professional fields such as art, healthcare,
organizational management, ecology, congregational ministry, economics,
psychotherapy, law, and feminism.5

11. © Cornerstone Integral
WHAT IS INTEGRAL THEORY ?
• Integral theory provides individuals and organizations with a powerful
framework that is suitable to virtually any context and can be used at any
scale.
• Why? Because it organizes all existing approaches to and disciplines of
analysis and action, and it allows a leader to select the most relevant and
important tools, techniques, and insights.

12. © Cornerstone Integral
The Integral Approach
Cornerstone uniquely tailors consulting interventions and development programs
utilising the Integral Framework – providing a holistic perspective on
organisational and team dynamics. The Integral approach is currently the most
significant framework capable of taking into account the rapid rates of change
and complexity emerging in a global marketplace. It has significant application
for career, leadership, organisation and team development.
As the Integral Framework integrates all current and past management and
leadership theories, it facilitates Cornerstone‘s capability to leverage its long
career experience to design and deploy what is uniquely needed for sustainable
transformation in any organisation and team.
This flexibility quickly translates organisational outlay and expenditure into real-
time return on investment, empowering current company strategy, while strongly
aligning with a companies values and purpose.

13. © Cornerstone Integral
The dictionary definition of ‗integral‘ is:
―…possessing everything essential or significant: complete; whole.
Everything is integrated‖
The Integral approach allows us to consider 4 different perspectives of any
circumstance or situation and therefore provides us with a complete
picture.
THE INTEGRAL APPROACH
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14. © Cornerstone Integral
THE INTEGRAL APPROACH
Every organisational situation can
be considered from the
perspective of the individual (the
leader or the follower), or from
the perspective of the collective
(the group, team or organisation).
Next, we must consider that all
phenomenon can be considered
from an objective
(tangible/external) perspective, or
a subjective (intangible/internal)
perspective.
INDIVIDUAL
employee, leader, follower
individual actions/behaviour
individual mindset
individual motivation
team, group, relationship
culture, organisation structure
processes & procedures
systems, behaviour patterns
COLLECTIVE
INTANGIBLE TANGIBLE
motivation
worldview
beliefs
interpretations
capabilities
feelings
perceptions
behaviour
action
economics
processes
infrastructure
metrics
the physical
environment
EXAMPLES:
EXAMPLES:
EXAMPLES:
14

15. ORGANISATIONAL PERFORMANCE
A HOLISTIC PERSPECTIVE
INTANGIBLE TANGIBLE
INDIVIDUAL
COLLECTIVE
ATTITUDINAL
Beliefs
Awareness
Intention
Values
Perspective
BEHAVIOURAL
Applied Skill
Performance
Accountability
Behaviour
CULTURE
Relationships
Vision
Shared Values
Team Morale
Dynamics
SYSTEMS
Strategy
Structures
Policies
Technologies
Environment
A Integral Approach to
understanding organisational
performance ensures that when
analysing any given situation we
are able to take on all perspectives
from both an individual and group
point of view.
This means that the likelihood
of better communication and
understanding is greatly enhanced.
15
© Cornerstone Integral

16. Organisational Performance a Holistic
Perspective
INTENTIONAL (I)
Personal Mastery
Attitudes
Values
Perspectives
CULTURE (WE)
Cultural Mastery
Relationships
Politics
Dynamics
BEHAVIOURAL (IT)
Capability Mastery
Performance
Accountability
Results
SYSTEMS (ITS)
Strategy Mastery
Structures
Policies
Technology
TANGIBLEINTANGIBLE
INDIVIDUAL
COLLECTIVE

17. Four Languages
The
Language
of Thoughts
& Feelings
The
Language of
Relationship
& Meaning
The
Language of
behaviour &
Action
The
language of
Systems &
Strategy
TANGIBLEINTANGIBLE
INDIVIDUAL
COLLECTIVE
© Cornerstone Integral

18. © Cornerstone Integral
AFL GRAND FINAL EXPERIENCE
• Let me describe a day at the AFL Grand Final from an Integral Perspective
• I want you to consider for a moment how all the quadrants co arise
• Upper Left (Interior of Individual)
• I have supported Hawthorn my whole life as did my father and as do my sons.
• This is an emotional experience because it connects with my child hood and my parents as
well as bonds me with my children.
• I am fortunate enough to have experienced many Grand Finals since 1961 and each one
both winning and losing them leaves a lasting memory.
• I feel that it is a privilege to be a Hawthorn supporter
• In 2013 here we are again at a special day for AFL Fans with an emotional involvement

19. © Cornerstone Integral
GRAND FINAL EXPERIENCE
Lower Right ( Exterior of the Collective )
• As a member of the Melbourne Cricket Club there is a collective system we
as members can choose to follow in order attend the game.

20. © Cornerstone Integral
GRAND FINAL EXPERIENCE
• Upper Right ( Exterior of the Individual)
• In order to get the best seats my son and I choose to do and behave in
certain ways
• Book an expensive hotel
• Have a great meal and discuss the merits of the team for the next day. This
ritual that my son and I did for 2013 as we did in 2012 and 2008
• Get up at 4.00 am taxi to the ground
• Line up in the according to the lower right system as do 1000‘s of others
who make that same choice

21. © Cornerstone Integral
GRAND FINAL EXPERIENCE
• Lower Left (Interior of the Collective)
• What one discovers is that when adhering to the lower right structures, you
meet and discover people who have the same upper left individual
perspectives with respect to supporting Hawthorn as you do. Those
individuals share stories and memories of previous Grand Final experiences
that are similar to yours and at that moment in time are collectively sharing
a cultural experience. This ultimately means a common cultural or lower left
perspective emerges that can be felt but is hard to describe

22. Team Development – Is there
anybody out there?

23. Team Development – Is there
anybody out there?

24. © Cornerstone Integral
VERTICAL TRANSFORMATION
Vertical development, in contrast, refers to the ‗stages‘ that people and teams progress
through in how they ‗make sense‘ of their world. Research has shown that adults continue to
progress (at varying rates) through predictable stages of mental development. At each higher
level of development, adults and the teams they work in can make sense of the world in more
complex and inclusive ways – their individual and collective minds grow bigger.
Horizontal development is
the development of new
skills, abilities and
behaviours. It is technical
learning. It is most useful
when a problem is clearly
defined and there are known
techniques for solving it.

25. © Cornerstone Integral
THE BIG PICTURE
CONFORMIST
IMPULSIVE
SPECIALIST
ACHIEVER
CATALYST
SYNERGIST
CO - CREATOR
FIRST LINE MANAGEMENT
MANAGING
SELF
LEADING OTHERS
STRATEGIC
LEADERSHIP
INTEGRATED
LEADERSHIP
VISONARY
LEADERSHIP
TRANSFORMATION
LEADERSHIP
VISIONARY
LEGACY
COLLABORATIVE
PERFORMANCE
TECHNICAL
POWER
CONFORMITY
VALUE DELIVERY
- Level 6
VALUE DIRECTION
- Level 7
STRATEGIC DIRECTION
- Level 5
STRATEGIC DELIVERY
- Level 4
OPERATIONAL DIRECTION
- Level 3
OPERATIONAL EXECUTION
- Level 1
OPERATIONAL DELIVERY
- Level 2
PERSONAL
MASTERY
CAPABILITY
MASTERY
STRATEGIC
MASTERY
CULTURAL
MASTERY
25

26. Do we have our Heads in the Sand ?

27. © Cornerstone Integral
LOWER RIGHT - SYSTEMS
• To what extent is the teams goals and objectives
aligned to the organisations overall strategy?
• How is the team structured?
• What are the systems that the team has to use
in order to carry out its function?
• How effective are those systems?
• What are the systems and processes that the
team has to audit?

28. © Cornerstone Integral
UPPER RIGHT - BEHAVIOUR
• Are the individuals in the team clear about their personal
accountabilities?
• Do they all have the capability to perform and deliver on those
accountabilities
• Do they have the appropriate level of authority to deliver on those
accountabilities
• How are the individuals measured?
• Does each individual understand how they interact internally with
each other?
• Does each individual have the skills to influence the organisation?

29. © Cornerstone Integral
LOWER LEFT - CULTURE
• How would you describe the team dynamic?
• What are the common values that bind the team
together?
• How does the team relate to other teams in the
organisation?
• Are there any relationships that need to be
addressed?

30. © Cornerstone Integral
UPPER LEFT- INTENTIONAL
• How would you describe the attitudes of each of the
individuals in you team? (and your own)
• What are the personal values of those team members
and are they aligned to the team and organisational
values? ( what about you?)
• What motivates each of your team members? ( again
what about you?)
• What is the personal worldview or perspective that
influences how each of your team members behave ?
(consider your own perspective)

31. © Cornerstone Integral
INTEGRAL TEAM TRANSFORMATION
PROCESS
31

32. Integral Team Outcomes
• Individuals that can deploy a
higher capacity to manage
complexity, navigate change,
and master uncertain
environments within a team
PERSONAL MASTERY
• Individuals who are clear
about what they are
accountable for, know their
level of authority, with the
capability to discern and
deploy the right skills and
behaviours for specific
situations
CAPABILITY MASTERY
• An open and transparent
culture and dynamic that
enables the team to
communicate effectively, co-
creating positive business
outcomes in alignment with
organisational strategy
CULTURAL MASTERY
• Flexible and responsive
team structures and systems
that enable the successful
deployment of organisational
strategy
STRATEGIC MASTERY
© Cornerstone Integral

33. 21ST CENTURY ORGANISATIONAL
DEVELOPMENT
ALIGNING ORGANISATIONS, CULTURE AND PEOPLE FOR STRATEGIC
TRANSFORMATION
Questions and/or follow-up: info@cornerstoneintegral.com
cornerstoneintegral.com