REACHING INTO THE CULTURE 217The higher the CQ,The less control you retain at the top.
The more freedom you allow and responsibility you expect.
The more you distribute authority and decision making.
The more innovation, problem solving, and quality you get
at the local level.
The more uncertainty you can tolerate.
The more confl ict can emerge as a creative, viable force.
The higher the level of individual and collective learning.
The more ambivalence and paradox are accepted.
The higher the level of feedback you want and get.
The greater the levels of synergy and teaming.
The more shared knowledge is engendered.
The more intersystems thinking is the norm.
The greater the level of leadership capacity and capability.
The more you value and get organization - level capability
and shared competence.
The greater adaptability and agility of the organization.
The greater the level of complexity and challenge the
organization can face and take on with greater chances for
success.Examples of CQ ’ s Effect
Let ’ s say that you are facing the grizzly challenge of reengineer-
ing your corporation into a process - centered organization that
requires collaboration throughout the value chain. This requires
joining forces and resources in working partnerships not only
within your employee base and culture, but also across the cul-
tures of your supplier partners.
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