CCSSO Deputies Annual Academy, Morristown NJ

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Systems the Baldrige Criteria

• CCSSO Deputies Annual Academy, Morristown NJ 
• May 14, 2004

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Big Ideas Awareness Session

• Organizations are typically in disequilibrium
• 5 types of operating systems
• Baldrige is a social system model
• Baldrige history
• Core values drive employee behavior
• 7 elements in the Baldrige operating system

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Definition of a System

• A system is a perceived whole whose elements
  hang together because they continually affect
  each other over time and operate towards a common
  purpose.
• Senge, Ross, Smith Roberts and Kleiner The Fifth
  Discipline Fieldbook. Pg. 89

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Examples of systems

• Biological organisms (including human bodies)
• atmosphere
• diseases
• chemical reactions
• industries
• schools
• families
• teams

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Systems in general work poorly or not at all.

• Systematics, How systems work especially how they
  fail.

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The system always kicks back.
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Any large system is going to be operating most of
the time in failure mode.
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A system can fail in an infinite number of ways.
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System Types

• Open
• Social
• Process
• Living
• System Dynamics

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Open System

• It is a system that transforms its inputs -
  everything it eats, breathes, perceives, absorbs,
  and takes in.

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Social System

• It is a system that bases everything on
  relationships and human interactions.
• perceptions people hold
• core values
• purpose and goals shared by everyone

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Process System

• It is a system that recognizes that information
  flow is fluid and can be easily be rearranged.

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Living System

• It is a system that sees the world as it truly
  is a constantly pulsing, changing,
  interconnected world of rapidly interacting
  relationships, in which order emerges naturally
  from chaos without being controlled.

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System Dynamics System

• It is a system that understands how feedback
  structure of complex systems generates observed
  patterns.

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 (Macro - Division)

• System Levels

  (Mega- State Department)
  (Micro Employee Job)
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BALDRIGE CRITERIA FOR PERFORMANCE EXCELLENCE
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Why Use the Baldrige System?

• To improve customer service
• To improve staff performance
• To advance and align goals for improved levels of
  performance
• To engage others as partners
• To demonstrate accountability
• To improve the working conditions for staff

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Baldrige Goals

• The Baldrige system is designed to help
  organizations improve services through the focus
  on two results-oriented goals
• provision of ever-improving value to customers,
  contributing to their overall satisfaction and
• improvement of overall organizational
  effectiveness, use of resources and capabilities.

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Core Values of the Baldrige System

• Visionary Leadership
• Customer-Driven Excellence
• Organizational and Personal Learning
• Valuing Employees Partners
• Agility
• Focus on the Future
• Managing for Innovation
• Management by Fact
• Public Responsibility and Citizenship
• Focus on Results and Creating Value
• Systems Perspective

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History

• Competitive Concerns in Late 1970s and Early
  1980s
• 1983 Business Recommended a National Quality
  Award
• 1983 to 1986 Several Committees Recommended a
  National Quality Award
• 1987 Congress Introduced Legislation to Implement
  a National Quality Award
• Malcolm Baldrige Was the Secretary of Commerce
  Who Died in a Riding Accident
• Award Created for Education in 1999

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Baldrige System Components

• 1. Leadership
• 2. Strategic Planning
• 3. Customer and Market Focus
• 4. Measurement, Analysis, and Knowledge
• Management
• 5. Human Resource Focus
• 6. Process Management
• 7. Business Results

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Big Ideas Awareness Session

• Organizations are typically in disequilibrium
• 5 types of operating systems
• Baldrige is a social system model
• Baldrige history
• Core values drive employee behavior
• 7 elements in the Baldrige operating system