Org culture classlides

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Org culture classlides

  1. 1. Understanding & Changing Organizational Culture
  2. 2. • Organization culture • What it is • How it works • How to change it….maybe
  3. 3. Popular cartoons are often blunt about what is seen in some organizational cultures
  4. 4. • • • • • What is culture? What are the organizational indications of culture? How might you “diagnose” the health of a culture? How is organizational culture formed? How can culture be changed?
  5. 5. Levels of Change Societal Culture “Who we are,” customs Organizational Culture “The way we do things here” Team Norms What’s (un)acceptable; “This is what we do” Individual Personality Values, beliefs, temperament, habits; “Who I am”
  6. 6. The Culture Iceberg: 90% hidden Observable symbols, ceremonies, slogans, stories, dress, physical settings, decoration, etc. Values, beliefs, norms, customs, nonverbal behavior, etc. Shorter, easier to change Level of conscious awareness Long term, difficult to change
  7. 7. Assessment of Corporate Culture (Schein): An anthropological approach Norms • Expected Behavior • Standards • Chain of command • Wardrobe Folkways • Customs • Unconscious acts • Shaking hands • Arriving early Languages • Jargon • terminology Culture Heroes & Heroines • Personify values • create role models • intuitive & visionary • ethic of creation not competition • success attainable • symbolize company • standard of performance • motivate employees Myths • Frequently told stories • Based on true or imaginary events • shared & told to newcomers Mores • Subclass of folkways • important to survival • right-wrong behavior • cheating on expenses Ceremonies & Rites • Elaborate, planned events to celebrate values • often dramatic in nature • reinforce specific values • create bond of common understanding • anoint cultural heroes & heroines Symbols • Events & things with special & deeply held meanings • large office with window • seating close to CEO
  8. 8. Survey/Data Feedback • Identify area of concern & associated beliefs & behaviors • Involve system in survey selection or construction • Gather data • Analyze data to contrast practice and beliefs • Present to OD group • Use Reflective Learning Model to • identify discrepancies • explore interpretations • consider interventions • Implement & evaluate
  9. 9. Denison Organizational Culture Survey Assessment of dimensions provides feedback on strengths, weaknesses, and implications for change
  10. 10. Force-Field Analysis for achieving a culture that promotes patient/client self-care in a general practice Don’t push the drivers… …reduce the barriers!
  11. 11. Team discussion 1. Describe the artifacts of a work culture with which you are very familiar 2. What are the underlying values and culture that these artifacts represent? 3. What are the strengths and weaknesses of this culture? 4. Is there a gap between where the organization is and where it would like to be? 5. If you were to attempt culture change, how would you go about it?
  12. 12. Now the hard stuff… (culture change) • Requires a “damn good reason!” to change • Gap analysis is an important (if not essential) motivator • Culture almost always wins over strategy • Remove barriers, don’t push the river • There are usually “revenge effects” (unexpected consequences) • It takes time (4-7 years)
  13. 13. The following slides are only examples of various approaches to describing culture
  14. 14. Approaches to Understanding Organizational Culture • • • • • • • Deal & Kennedy’s Corporate Culture Kilmann Saxton Culture Gap Survey Denison Organization Culture Survey Sonnenfeld & Peiperl’s Four Cultures Reimann & Weiner’s Shared Values Model Schein’s Qualitative Assessment Hofstede’s dimensions of Culture
  15. 15. Sample Culture Change Retreat
  16. 16. Kilmann-Saxton Culture-Gap Survey (actual vs. desired norms) + Improvement with greater task support (share information & help others) - Performance and morale improve with change toward less task support + more improvement with increased task innovation (make changes, encourage creativity) Technical Concerns Task Support Task Innovation Short Term + improvement with social relationships (participate, get to know people) - improvement with decrease in social relations (don’t socialize as much) - performance and morale improve with less task innovation Long Term Social Relations Personal Freedom Human Concerns + increase personal freedom (more discretion in following rules) - performance/morale improve with decrease in personal freedom (live for organization & its values) A Minus (-) score (unfilled bar) is a significant culture gap & indicates a desire for less of something. An unfilled bar can be a cultural barrier to organization success
  17. 17. Schneider Culture Model
  18. 18. Cameron & Quinn Model of Culture

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