Organizational Life Style Analysis
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Organizational Life Style Analysis

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You may be familiar with the Alderian concept of Life Style Analysis, a process by which individuals uncover their assumptions and convictions and learn how those influence they ways in they interpret ...

You may be familiar with the Alderian concept of Life Style Analysis, a process by which individuals uncover their assumptions and convictions and learn how those influence they ways in they interpret and control experiences through their goals and behaviors. In a similar way, Organizational Life Style Analysis can assist in explaining an organization’s actions.

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Organizational Life Style Analysis Presentation Transcript

  • 1. LifeStyle LifeStyle: Adlerian concept representing “…thesubjective, unarticulated set of guidelines individualsdevelop and useto movethem through lifeand toward their goals.” (Mosak and Maniacci, 1999) “…adynamic, goal-oriented pattern that remains constant during aperson’slife, unitesall aspectsof aperson, and reflectshow aperson makescreative useof thesubjectiveunderstanding of hisor her surroundings.” (Strauch, 2003)
  • 2. Organizational Culture Organizational Culture: complex concept. (a) shared assumptionsor understandings, (b) common beliefs, (c) shared values Naturally developed dueto search for cognitiveorder Resistant to Change Purposewithin society… shared meanings (d) resulting attitudeand behavioral standards
  • 3. Cultureand LifeStyle Culture: Analysis Purpose: determinestrengthsas well asunderlying patterns that areinhibiting healthy growth and productivity Used to assist an organization in thedevelopment of initiativesto improve organizational health and performance LifeStyle: Analysis Purpose: determinestrengthsas well asunderlying issuesthat may betheroot of unhealthy beliefsand patternsof behavior Interventionsinitiated to help an individual better adapt and makepositivelifechoices
  • 4. Cultureand LifeStyle Culture: Defining points Accepted standards Individuals’ perceptions Unconsciousfoundation Resistant to Change Created to provideorder Expressed values, behaviors Collectiveidentity No single‘Right’ culture- determined by goals, purpose and industry LifeStyle: Defining points Pattern/Guidelines Subjective/Understandings Unarticulated Dynamic/Constant Used/Creativeuse Movement toward goals Uniting all aspects Makesuseof surroundings UNDERLYING CONSISTENCIES: Striving toward goals; affected by experience, perception and surrounding environment UNDERLYING CONSISTENCIES: Striving toward goals; affected by experience, perception and surrounding environment
  • 5. Organizational Life Style Value • TheOrganizational LifeStyleunites the organization, and indicateshow theorganization makescreative use of resourcesand subjective understandingsto behave in the world. • Thereisacontinued need to find aholistic method to uncover theconscious as well as the less conscious organizational culture, incorporatetheenvironmental factors in that analysis, and makethat datavaluableto theorganization by recognizing underlying issuesand inconsistenciesthat can present opportunities for improvement.
  • 6. Organizational Life Style Purpose • Purposeisto assescurrent prioritiesand futurepath. ▫ Moreorganizational successstrengthensthecommitment to theculturethat bringsthat success(Schein, 1990).  control culture purposeisdominance(Military)  competence culture purposeisto besuperior or thebest (University)  collaboration culture purposeisto blend diversecapabilities(Sportsteam)  cultivation culture purposeisto nurtureto producevaluableresults(Religion) • Also, establish prioritiesand determineif they areviableenough to deal with theexternal and internal environments. ▫ Organizational valuesand beliefsareused to overcomeexternal threats whilesocialization isused to excommunicateinternal threats.
  • 7. Life Style into Org Terms Adlerian Term Brief Definitions (Mosak &Maniacci, 1999; Oberst &Stewart, 2003) Organizational Term Correlative Business/ Industry Terms LifeStyle Patternsof thinking, acting and perceiving that guidean individual’s operationsthroughout life Organizational Life Style Organizational/ CorporateCulture, Organizational Climate Convictions Psychological constructs, belief sets, which guidean individual’s perceptions, attitudesand behaviors, and form theLifeStyle Organizational Values, Standards Self-concept Theindividual’sset of convictions regarding how heperceiveshimself, including valuesets. Organizational concept Organizational Values, “Strengthsand Weaknesses” of SWOT Self-Ideal Theindividual’sset of convictions regarding her desired self, or how she should be. Organizational ideal Mission, Rulesof Conduct, Market-facing portrayal Fictional Goal Theunconsciously defined goal that gives direction and meaning to an individual’slife (Mosak & Maniacci, 1999, equateto self- ideal) Underlying goal driving the organization’sbeliefs, behaviors Vision, Interest (alignment), Organizational Goals
  • 8. Life Style into Org Terms Adlerian Term Brief Definitions (Mosak &Maniacci, 1999; Oberst &Stewart, 2003) Organizational Term Correlative Business/ Industry Terms Weltbilt/ Worldview Theindividual’sset of convictions about thingsoutsideof theself, asin world, other people, etc. Environmental Views CompetitiveLandscape, Industry “Opportunities/ Threats” componentsof SWOT Analysis Ethical Convictions Theconvictionswhich represent an individual’smoral and ethical “right- or-wrong” beliefs. Ethics Ethical Standards, Rulesof Conduct Social Interest Innateability within an individual to belong to, engagewith and feel connected with others, theenvironment and theworld. Social Interest - internal and external entities (components) Perceived Organizational Support, Commitment Mistaken Convictions, Overcompen- sation, Inferiority Complex Thesetermsrepresent variousissueswithin theLifeStyleand resulting attitudesand behaviorswhich impedewith the individual’sadaptability, encouragement, and socially interested functioning. Vision or goal misalignment
  • 9. Organizational LifeStyleConvictions Utilization of LifeStyleConvictions LifeStyleConvictions… for theOrganization Self Concept… Organizational Concept Perception of theself, values “Who arewe?” Self Ideal… Organizational Ideal Desired self, how he‘should’ be “Who/how should webe?” Weltbilt/Worldview… Environmental Views Perceptionsof thingsoutsideself Industry, Market & external impacts Ethical Convictions… Ethical Convictions/Ethics “Right and wrong”, rulesValueswestriveto uphold, ethicswepersonify
  • 10. Organizational LifeStyleConvictions • Organizational Concept: Imageof Authority in order to balancethecoreculture • Environmental Ideas: Theway an organization should prioritizeby theinformation it knowsabout itself and themarketplace. • Organizational Ideal: Bringsstructureand guiding principlesthat help theorganization achieve itsideal self • Ethical Convictions: Valuesthat arecarried out by theLeadership
  • 11. Organizational LifeStyleGrid Organize Defining Statements into Life Style Grid for overall Life Style definition and further analysis Organizational Concept “Who arewe?” Environmental Views “Industry, market and impactsaround us” Organizational Ideal “Who/How should webe?” Ethical Convictions “Valueswestriveto uphold, ethicswepersonify”
  • 12. Organizational Life Style Process Thisanalysistool consistsof four primary processes: (1) collection of datapertaining to theOrganizational LifeStyle constructs (2) organization of datainto theLifeStyleConstructsto determine primary themeswithin each construct, (3) summarizing each set of themesinto convictionsaswell asa “Defining Statement” for each construct that servesasasummarized conviction for comparativeanalysisand (4) usethestatementsand theLifeStyleGrid format to providethebasis of overarching themesrecognized within theorganization as representativeof itsLifeStyle, or culture.
  • 13. Example of a Populated Organizational Life Style Grid Organizational Concept Quickly growing company Leader in itsindustry Highly competitive Characterized by high technology Quickly changing organization Environmental Views Industry is… Competitivefor customers -quickly changing dynamic -expect full solution Competitivefor resources -qualified peoplein high demand -recruiting, interviewing, hiring very costly Long, competitivesalescycle Organizational Ideal Industry Leader Profitability high High client satisfaction Innovation: creativity, risk-taking, pride, collaboration Ethical Convictions Trust among colleagues Openness, honesty Integrity Mutual Respect Direct Communications Employeesand customerslistened to and valued Organizational LifeStyleGrid
  • 14. Alignment Analysis Evaluatethealignment/ perceived misalignment Organizational Concept Environmental Views Organizational Ideal Ethical Convictions • Within each construct/each conviction (considered during Defining Statement Process • Between convictions (considered during Life Style definition process) “Intra-organizational Alignment” - OC – EV - OI – EC - OC – EC - OI - EV
  • 15. Organizational Concept Environment Organizational Life Style Constraints Organizational Ideal Ethical Convictions Out of Alignment:
  • 16. Organizational Life Style Correlations • Organizational Identity: Unconsciousmovement by forward vision and past experiencesby Leadership ▫ Produced by Organizational Ideal and Organizational Concept ▫ In an organization thisinformation can befound in an S.W.O.T analysis, mission statement, and strategic plans. ▫ Thesedocumentsbegin to form ahierarchal structureof goalsthat the organization ideal wantsto accomplish. • Organizational Culture: Cultureisformed out of necessity in order to succeed ▫ Produced by Organizational Concept and Ethical Convictions ▫ 3 fundamental levels: Artifacts, Values, & Assumptions ▫ Cultureprotectstheinner environment by socialization. ▫ Culturescan beindependent and in conflict with each other.
  • 17. Convictions, Defining Statements • Organizeand SummarizeLifeStyle Convictionsinto Defining Statements Org Concept Org Ideal Environment Ethics Defining Statement Defining Statement Defining Statement Defining Statement Notationsand themesof each conviction gathered through datacollection tools: interviews, surveys, documentation, observationsand other ‘artifacts’ of organization
  • 18. ConvictionsFindings Org Concept Org Ideal Environment Ethics Young, fast-paced, high-tech, focused, ambitious, innovative company Best, most innovative product in the market Extremely competitive (product/sales) – Innovation needed to survive Justice: best interest of company and customer is key for team members Best product in a very specific segment of the market Lead, influence the market – be ‘ahead of the game’ Dynamically changing market Highly affected by legislative changes Justice: employees perceive fair treatment, e.g. diversity, respect. Intelligent, competitive individuals at company Recognized as high in integrity and interest in social welfare in industry Recognition of importance in ‘greater society’ of relevant industry in general Accountability: peer and client judgment and personal performance Segregated – Teams tight, but tend to be in ‘silos’ in terms of communication and cross-team collaboration efforts Extremely intelligent, talented team Competition for talent (technical, industry expertise) very high. Accountability: leadership accountability inconsistent – perceived favoritism or generally inconsistent/not understood. No time or perceived support of learning opportunities, especially outside of company Collaborative, in the best interest of partners and consumers Motivation: Intrinsic motivation- listened to, respected and impactful to team, organization and clients. (vs. comp, benefits) Reactive (quickly) to environmental (industry, market, etc.) change Ethics: alignment w personal values – no pressure to act unethically Good, caring, genuinely respectful and trusting people Work-life balance is respected but long hours to make client/team happy is normal and expected Work-life balance: varying opinions… fairly flexible, but long hours is part of the deal for some. Integrity: Concern that the company does not fulfill obligations (overpromises and under-delivers) Sink-or-swim environment Client expectations are main determinant of ee value, satisfaction and performance Trouble focusing on client needs versus competitive image – hurts/disappoints clients
  • 19. … into Defining Statements Constructs Organizational Concept Organizational Ideal Environmental Views Ethical Convictions Convictions Wearestructurally aligned with our goals Peopleshouldn’t be leaving our organization Wemust behighly competitive Employeesshould be treated well Autocratic and working from thetop-down Weshould haveclarity of our goals Wearecurrently below industry standards Employeesshould be trusted Wearetheleader in the process-control industry Decision-making should bemorecollaborative Wehavealong sales- cycleand need back-log to survive Weshould follow through on commitments Weareresistant to change Weshould meet our goals Customersdeserveto havetheir needsmet Employeesshould be happy at our organization Defining Statements Ourleadership is more focused on market opportunities than employees and customers We should have an organizational culture that allows us to stay ahead of oursales goals, and keep good employees To stay alive and remain #1 in the industry, we need to attract and retain the best people. Employees and customers are our most critical assets.
  • 20. Defining Statements Organizational Concept Theorganization is young, fast-paced, innovative and competitive, offering thebest product in the market but often reactive to market change. Theorganization struggles with competing demands of competitiveimage, client satisfaction and innovation – promising but often failing to meet in oneor all areas. Theorganization promotesknowledge and intelligence, but doesnot providemuch opportunity for learning outsideof the organization. Teams: Most teams collaborate well within themselves, but arevery compartmentalized between teams. Team members: Highly intelligent, individually motivated, hardworking employeesthat arepassionate about client satisfaction, successand learning opportunity Environmental Views Therelevant industries– technology and healthcare- are extremely competitive and ever-changing, requiring constant innovation, and aggressivetalent recruitment and development to ensurethebest quality output to survive, aswell asrapid, proactiveadaptation to changes. Theproduct is thebest in themarket now, but alwaysat risk of falling behind if thecompany doesn’t constantly keep up. Organizational Ideal Thecompany intendsto beabest-in-class integrating agent, providing thehighest level of expertise, strategic direction and innovation with partnering entities to deliver the best solution and havean impact on the market. Ethical Convictions Memberswithin thisorganization hold each other individually to very high standards of integrity, respect for individuality and performance; expected by othersand themselvesto do whatever it takes to meet the customer’sexpectationswithin ethical boundaries. Recognition of performanceisinconsistent acrossof theorganization. Satisfaction and motivation isintrinsic.
  • 21. Life Style Goal Be ahead of others through superior innovation, product and service excellence, intelligence, creativity, collaboration and influence. Inspire and influence the direction of change in the market
  • 22. Life Style Goal Be a influence by sharing Adlerian concepts and building up parent competencies in fostering family unity. Inspire and influence the direction of creating change in clients with special focus in Parent Education, Couples, Teens, and Children
  • 23. Themes: Line of Movement
  • 24. Life Style Typology “Superior” •Organization is striving to be superior to any other similar organizations in the marketplace. Competence Culture [Schein] •This superiority goes beyond product superiority, which most organizations also strive for. It incorporates: – Team member talent and intelligence – “Leading” industry presence – Competitive leadership/market share – Internal culture of superiority of performance, drive
  • 25. Case 1 Example
  • 26. Organizational Concept NonProfit Society Parenting Professionals Networking siteProfessional resourcecenter for Adlerian psychologyTraining center for parentsand teachersMultiplelocations5.5 Full Time Depend on Classfees56% and Donations33% Weoffer workshopsfor parents, couples, teens, and children on a variety of topics Excellent, effective, Unique Environmental Views Recession impacting financials Dependency on Volunteers Limited FT people Providing classesismain sourceof incomeand expense Organizational Ideal PromoteAdlerian philosophy Increasemembership Increaseleadership potential Increasediversity Continuously improveprogram content Market XXX to thecommunity Identify what XXX doesbest Ethical Convictions Help professionalsgrow using Adlerian principles 3 R’s= Recognizefeelings, Set therules, and Redirect Fear of failure Complianceto… Organizational LifeStyleGrid
  • 27. Organizational Concept Environment Organizational Life Style Constraints Organizational Ideal Ethical Convictions Out of Alignment:
  • 28. Alignment Analysis: between convictions Misalignment areas: Focused on self in order to survive and are not accomplishing the goals of growing organization and expanding the value of XXX. Need additional resources in order to achieve OC. Organizational Concept vs Environmental View Organizational Concept NonProfit Society Parenting Professionals Networking site Professional resourcecenter for Adlerian psychology Training center for parentsand teachers Multiplelocations 5.5 Full TimeDepend on Classfees56% and Donations33%Weoffer workshopsfor, teens, and children Excellent, effective, Unique Environmental Views Locally recognized widely Cash flow iscritical Recession impacting financials Dependency on Volunteers Limited FT people Providing classesismain sourceof income Broaden community connections Organizational Ideal Ethical Convictions
  • 29. Ethical Convictions Help professionalsgrow using Adlerian principles 3 R’s= Recognizefeelings, Set therules, and Redirect Fear of failure Complianceto… Alignment Analysis: between convictions Aligned partially: We are providing help to the community however are in fear of not being able to continue if finances are not resolved between OC and EC: Some Fear of becoming outdated Organizational Concept vs Ethical Convictions Organizational Concept NonProfit SocietyParenting ProfessionalsNetworking siteProfessional resourcecenter for Adlerian psychologyTraining center for parentsand teachersMultiplelocations5.5 Full TimeDepend on Classfees56% and Donations33%Weoffer workshopsfor parents, couples, teens, and childrenon avariety of topicsExcellent, effective, Unique Environmental Views Organizational Ideal Ethical Convictions Help professionalsgrow using Adlerian principles 3 R’s= Recognizefeelings, Set therules, and Redirect Fear of failure Complianceto…
  • 30. Alignment Analysis: between convictions Misalignment areas: Limited staff and financials inhibiting organizational ideals from occurring. Organizational Ideal vs Environmental Views Organizational Concept Environmental Views Locally recognized widely Cash flow iscritical Recession impacting financials Dependency on Volunteers Limited FT people Providing classesismain sourceof incomeand expense Broaden community connections Organizational Ideal PromoteAdlerian philosophy Increasemembership Increaseleadership potential Increasediversity Continuously improveprogram content Market XXX to thecommunity Identify what XXX doesbest Ethical Convictions
  • 31. Alignment Analysis: between convictionsand Ideal Mostly alignment: Concern regarding failure with so many items that need to be done. Suggest following own Rule of 3 R’s. Organizational Ideal vs Ethical Convictions Organizational Concept Environmental Views Organizational Ideal PromoteAdlerian philosophy Increasemembership Increaseleadership potential Increasediversity Continuously improveprogram content Market XXX to thecommunity Identify what XXX doesbest Ethical Convictions Help professionalsgrow using Adlerian principles 3 R’s= Recognizefeelings, Set therules, and Redirect Fear of failure
  • 32. Org Identity and Org. Culture
  • 33. Organizational Life Style Correlations • Organizational Identity: Identity isoneof being Parent Educator professionalswho provide Excellent, Effective, and Uniquetraining for parents increasing family cohesion and unity. • Organizational Culture: XXX cultureis processand principled driven in providing what is needed desperately in thecommunity and fear not doing enough dueto limited resourcesinternally.
  • 34. Life Style Typology “Pleaser and Socially Useful” •Pleaser: Hard to say “NO.” Taken advantage of through continual demands on the organization. Concern about failure (rejection) and tends to feel less satisfied with accomplishments. •Socially Useful: Wants to be of help to the community at large with offerings in expertise, workshops, classes, and connections. Highly Concerned Culture •This Concern is a part of XXX’s movement towards significance in the broader social community.
  • 35. Results Summary
  • 36. Recomendations • Prioritize strategic issues and focus • Increase finances through strategic alliances • Follow 3 R Rules internally • Create a contracting methodology with volunteers • Say NO more often. • 3 Rules in a Unique, Caring, and Helpful way!
  • 37. Case 2
  • 38. Purpose of the Study • Introduce a new methodology for assessing the culture of an organization, leveraging a current, highly utilized psychological assessment tool, Life Style Analysis GOAL 1: Demonstrate the Organizational Life Style Assessment Tool GOAL 2: Utilize Life Style data to uncover alignment issues, which may provide new insights into strengths and potential issues within the organization GOAL 3: Consider the usefulness of the Organizational Life Style Assessment results as an indicator of organizational health and effectiveness. 1 2 3
  • 39. The Organization and Sample • Organization of just over 100 employees • High-tech industry • Young organization (founded <10 years ago) Participation in data gathering process • Survey respondents: 77 employees • Interviewees: 14 employees • Documentation: collected from corporate documents library generally available and from executives All departments and hierarchical levels represented.
  • 40. Data Gathering • Surveys  34 questions across 4 sections: personal job satisfaction, work team, functional area and company/upper-mgmt  Survey created by cross-functional volunteer team  Human Resources and Executive team initiated  Completed anonymously by 77 employees • Interview  11 questions designed to glean insight into Life Style conviction categories  Created by researcher to collect information and initiate interviews  14 interviews conducted with representation from all areas and levels of organization • Documentation collection  SWOT; 2009 goals; Vision, Mission, Values; Corporate Strategy (Marketing) Materials; Survey results action plan.
  • 41. Data Organization Organizational Concept Collective view of organization. Expectations, norms, etc. Aggressive (2) Overwhelmed (chuckle) Fast (4) Nimble Chaotic (3) Separate/Segregated (2) First imp > ‘cowboys’… no real unified team Smart (2) Young (2) High energy (3) Small company = energy Innovative (2)/ Forward-thinking (2) “First”/try to get ahead of everything Progressive – vision, good ideas First imp > Not much execution experience… never been done First imp > sales vs. product or service Fun – fun place to be Early memory – caring - admin level ee ‘toasting’ w CEO, etc. > friendship at all levels Early memory – “get to know you” meeting where people shared secrets… funny. Serious First impression > Quiet… sat in the dark and were so focused/intense… this changed w/some… Genuine Disorganized Top-heavy Start-up Challenging (2) Learning new things Competitive Hard working (First impression > rally around work) First impression > needed a lot of changes across the board… to survive Long hours Accomplished/ Feel accomplished at end of day Growing (20 Ever-changing (3) Trying to catch its breath Technical Good product – best in the market Employee view = Sink-or swim (3 references) Steep learning curve and not a lot of help – everyone too busy Intelligent - People smart, very quick. -‘I was scared/intimidated’ - ‘intelligence is like an umbrella over the whole company’ Empowerment – trust employees to just get the work done – “just run with it” Trust – goes with empowerment Reactive vs. proactive to performance/system issues Friendly/younger organization First impression – no documentation… “islands of knowledge” Value in feeling needed Early memory - Seemed like a lot of conversations about things that don’t really matter… how does this affect the client? Non-conforming Individualistic – “everyone has a different view of severity” – varying degrees of dedication Early memory > Lack of leadership or continuity regarding performance/expectations. Challenge to be respected, accepted with individually-focused team members Early - Focus on investment need versus execution of plan/performance. • Extensive amounts of data to categorize first into the four main constructs for analysis and grouping into themes
  • 42. Convictions, Defining Statements • Organizeand SummarizeLifeStyle Convictionsinto Defining Statements Org Concept Org Ideal Environment Ethics Defining Statement Defining Statement Defining Statement Defining Statement Notationsand themesof each conviction gathered through data collection tools: interviews, surveys, documentation, observationsand other ‘artifacts’ of organization
  • 43. Convictions Findings Org Concept Org Ideal Environment Ethics Young, fast-paced, high-tech, focused, ambitious, innovative company Best, most innovative product in the market Extremely competitive (product/sales) – Innovation needed to survive Justice: best interest of company and customer is key for team members Best product in a very specific segment of the market Lead, influence the market – be ‘ahead of the game’ Dynamically changing market Highly affected by legislative changes Justice: employees perceive fair treatment, e.g. diversity, respect. Intelligent, competitive individuals at company Recognized as high in integrity and interest in social welfare in industry Recognition of importance in ‘greater society’ of relevant industry in general Accountability: peer and client judgment and personal performance Segregated – Teams tight, but tend to be in ‘silos’ in terms of communication and cross-team collaboration efforts Extremely intelligent, talented team Competition for talent (technical, industry expertise) very high. Accountability: leadership accountability inconsistent – perceived favoritism or generally inconsistent/not understood. No time or perceived support of learning opportunities, especially outside of company Collaborative, in the best interest of partners and consumers Motivation: Intrinsic motivation- listened to, respected and impactful to team, organization and clients. (vs. comp, benefits) Reactive (quickly) to environmental (industry, market, etc.) change Ethics: alignment w personal values – no pressure to act unethically Good, caring, genuinely respectful and trusting people Work-life balance is respected but long hours to make client/team happy is normal and expected Work-life balance: varying opinions… fairly flexible, but long hours is part of the deal for some. Integrity: Concern that the company does not fulfill obligations (overpromises and under-delivers) Sink-or-swim environment Client expectations are main determinant of ee value, satisfaction and performance Trouble focusing on client needs versus competitive image – hurts/disappoints clients
  • 44. Fill in OC, Env, OI, and Ethics • Summary of this data for each section
  • 45. … into Defining Statements Constructs Organizational Concept Organizational Ideal Environmental Views Ethical Convictions Convictions Wearestructurally aligned with our goals Peopleshouldn’t be leaving our organization Wemust behighly competitive Employeesshould be treated well Autocratic and working from thetop-down Weshould haveclarity of our goals Wearecurrently below industry standards Employeesshould be trusted Wearetheleader in the process-control industry Decision-making should bemorecollaborative Wehavealong sales- cycleand need back-log to survive Weshould follow through on commitments Weareresistant to change Weshould meet our goals Customersdeserveto havetheir needsmet Employeesshould be happy at our organization Defining Statements Ourleadership is more focused on market opportunities than employees and customers We should have an organizational culture that allows us to stay ahead of oursales goals, and keep good employees To stay alive and remain #1 in the industry, we need to attract and retain the best people. Employees and customers are our most critical assets.
  • 46. Defining Statements Organizational Concept The organization is young, fast-paced, innovative and competitive, offering the best product in the market but often reactive to market change. The organization struggles with competing demands of competitive image, client satisfaction and innovation – promising but often failing to meet in one or all areas. The organization promotes knowledge and intelligence, but does not provide much opportunity for learning outside of the organization. Teams: Most teams collaborate well within themselves, but are very compartmentalized between teams. Team members: Highly intelligent, individually motivated, hardworking employees that are passionate about client satisfaction, success and learning opportunity Environmental Views The relevant industries – technology and healthcare - are extremely competitive and ever-changing, requiring constant innovation, and aggressive talent recruitment and development to ensure the best quality output to survive, as well as rapid, proactive adaptation to changes. The product is the best in the market now, but always at risk of falling behind if the company doesn’t constantly keep up. Organizational Ideal The company intends to be a best-of-breed, integrating agent, providing the highest level of expertise, strategic direction and innovation with partnering entities to deliver the best solution and have an impact on the market. Ethical Convictions Members within this organization hold each other individually to very high standards of integrity, respect for individuality and performance; expected by others and themselves to do whatever it takes to meet the customer’s expectations within ethical boundaries. Recognition of performance is inconsistent across of the organization. Satisfaction and motivation is intrinsic.
  • 47. Organizational Life Style • Statement to represent the Organizational Life Style: Self-defining, guiding action that shows the line of movement or direction of the organization (1) Movement toward fictional, final goal… to lead and influence their market. Be ahead of others through superior innovation, product and service excellence, intelligence, creativity, collaboration and influence. Inspire and influence the direction of change in the market
  • 48. Organizational Life Style to lead and influence the [ ] market…. • The organization exemplifies the fast-paced, constantly changing market environment by promising and expecting extremely rapid delivery of innovative, quickly adapting, high quality results from individuals and teams across the organization. • The organization attracts and hires individuals they perceive as highly (or “the most”) intelligent, talented, adaptable, competitive and intrinsically motivated, requiring little or no guidance or assistance to be effective quickly and consistently. • Managers at the team level create highly collaborative, innovative and success-driven teams. • Accountability is highly visible, based on self, peer/team and customer standards with limited direct feedback or standards set by higher levels of leadership. • The organization confidently represents itself both internally and externally as the best, most innovative and impactful organization in the market in terms of talent superiority, technology, partnering relationships and expertise.
  • 49. Life Style Typology “Superior” •Organization is striving to be superior to any other similar organizations in the marketplace. Competence Culture [Schein] •This superiority goes beyond product superiority, which most organizations also strive for. It incorporates: – Team member talent and intelligence – “Leading” industry presence – Competitive leadership/market share
  • 50. Alignment Analysis: between convictions Potential Misalignment areas: Examples Organizational Concept vs Environmental View Organizational Concept Many stated the organization tends to be reactive to change, often at the last minute (‘scrambling’) Focus of time and resources on customer needs versus innovation, learning and creative opportunity Environmental Views Industry/environment requires proactive preparation for change AND cutting-edge innovation to stay ahead Organizational Ideal Ethical Convictions
  • 51. Alignment Analysis: between convictions • Focusing on Misalignment areas: • Organizational Concept – Environmental Views  It is perceived that the industry/environment requires proactive preparation for change AND cutting-edge innovation to stay ahead  However, many stated the organization tends to be reactive to change, often at the last minute (‘scrambling’)  Focus of time and resources on customer needs versus innovation, learning and creative opportunity Potential risk of failing to keep up with industry requirements and/or falling behind the competition? Potential risk of not having the reputation of ‘market-leader’ as ultimately desired? ?
  • 52. Alignment Analysis: between convictions Potential Misalignment areas: Examples Organizational Concept vs Ethical Convictions Organizational Concept Overall product quality, integrity, service standardsnot met per somecustomers and team members Promisesmadewith high expectations that areunattainable [unable to meet expectatio ns] Environmental Views Organizational Ideal Ethical Convictions Individualsheld to high standardsof performanceby peersand customers, = intelligenceand value… [team members acco untable to meet expectatio ns]
  • 53. Alignment Analysis: between convictions • Focusing on Misalignment areas: • Organizational Concept – Ethical Convictions  Individuals held to high standards of performance, display of intelligence and value…  However, overall product quality, integrity, service standards not met per some customers and team members  Promises made with high expectations that are unattainable Potential for discouraged talent if set up to fail? Potential risk of burning out, work-life balance issues, if team members trying to achieve overpromised goals? Compartmentalization worsens issue as blame gets passed around? ?
  • 54. Alignment Analysis: between convictions Potential Misalignment areas: Examples Organizational Ideal vs Environmental Views Organizational Concept Environmental Views Environmental View focused on competitive, aggressivemarket… talent and market demands [We have to beat everyo ne else] Organizational Ideal Organizational Ideal focusesheavily on collaboration and integration with partnering entitiesacrosstheentire industry [Be willing to partner with everyo ne else] Ethical Convictions
  • 55. Alignment Analysis: between convictions • Focusing on Misalignment areas: • Organizational Ideal – Environmental Views  Environmental View focused on competitive, aggressive market… talent and market demands  However, Organizational Ideal focuses heavily on collaboration and integration with partnering entities… Potential risk of not appropriately recognizing or denying partnering opportunities with other companies as the company protects itself in a highly competitive market? Does the organization effectively partner with other entities better than they collaborate between teams ?
  • 56. Alignment Analysis: between convictions Potential Misalignment areas: Examples Organizational Ideal vs Ethical Convictions Organizational Concept Environmental Views Organizational Ideal Leadership and recognition asthe innovativemarket leader iscoreto the Organizational Ideal [Inno vate… Take Risks] Ethical Convictions Ethical Convictionsstrongly lean on accountability through peersand customers– must satisfy at all cost. [Fear o f Taking Risks]
  • 57. Alignment Analysis: between convictions • Focusing on Misalignment areas: • Organizational Ideal – Ethical Convictions  Leadership and recognition as the innovative market leader is core to the Organizational Ideal  However, Ethical Convictions strongly lean on accountability through peers and customers – must satisfy at all cost. Potential risk of not having the reputation of ‘market-leader’ as ultimately desired if leadership does not push innovation, creativity and prioritize accordingly, even above customer satisfaction at times? Constantly competing priorities to innovate versus scramble to meet customer needs, as this is the area of accountabilty? ?
  • 58. Results Summary Life Style goal: leading and influencing the market 5 patterns of movement toward that goal defined Life Style Typology: Superior Main misalignment themes pointed out for further analysis Not a measure of “good or bad” culture, just a discovery of underlying themes and patterns to bring to awareness and consider for improvement
  • 59. Alignment Issues: Summary Results • 9 Major issues to consider… 1. Individualistic, competitive teams compartmentalized, but visibly accountable to meet customers’ needs = blame, mistrust and frustration between teams 2. Innovation vs Client Satisfaction – one is a goal, the other is the accountability factor 3. Goal of leading, affecting a highly dynamic market, but no high level innovation recognition or accountability 4. Talent, expertise, knowledge are key however, lack of promotion of knowledge/skill development opportunities 5. Visible accountability by peers and customers, versus standardized by leadership, causes confusion for some, perceived unfairness for others, and general inconsistency
  • 60. Alignment Issues: Summary Results • 9 Major issues to consider… 6. Severe accountability by peers and customers versus clear, management- set expectations puts work/life balance in unpredictable hands 7. Leadership in a volatile market is the goal, however, reaction to change often after-the-fact, information distribution is limited 8. Intensity of competition with external entities and collaboration ideal may cause conflict or missed opportunities if the ‘right’ partners are not recognized 9. Partnership and collaboration is a key defined goal for success, but issues with inter-team collaboration is a clear weakness.
  • 61. Organizational Health Indicators • Flexibility and Adaptability to Change  Strength as open system… continual and open interaction between the organization and environment; congruence of internal subsystems to perform as expected in light of current conditions  Concern… proactive enough in this area or susceptible to subsystems being caught off-guard?
  • 62. Organizational Health Indicators • Reported patterns of behavior, beliefs re: striving for superiority/significance… to lead and influence their market. 1. Best Solution/Product and Service Excellence 2. Integration agent of change in the market with partners 3. Expertise, strategic direction and innovation to greatly influence market Be ahead of others through superior innovation, product and service excellence, intelligence, creativity, collaboration and influence. Inspire and influence the direction of change in the market 1 2 3
  • 63. Organizational Health Indicators • Reported patterns of behavior, beliefs re: striving for superiority/significance… 1. Best Solution/Product and Service Excellence - Sincere concern in delivery of best product (despite variability of what is defined as ‘best’ - Cross-team communication barriers, mistrust, blame if perception of product (esp. by customers) is not the best - Image of superiority, lofty commitments and expecting delivery from others 2. Integration agent of change in the market with partners - Efforts to focus on partnership evident in documentation and much feedback - Partnerships that are non-customer and non-sales not discussed as much 3. Expertise, strategic direction and innovation to greatly influence market - High talent and skill at hire – lack of opportunity for skill growth however - Concerns regarding focus areas… customer satisfaction and reaction versus innovation
  • 64. Organizational Health Indicators • Perceived organizational support and interest in the greater good  High ratings for integrity internally and externally, showing interest in the greater good  Work-life balance and justice questions rated high  Feelings that organization’s purpose is socially good  Commitment to integrity and work-life balance ideals questionable per other notes and responses  Inconsistent accountability and delivery of learning opportunities put into question interest in employee needs of equity and skill/professional development
  • 65. Organizational Health Indicators • Employee desire to provide service to the organization  Very high results in the self-motivation, service oriented aspect of individual performance  High interest in the success of the organization, for reasons beyond self- preservation
  • 66. Summary • Life Style goal: leading and influencing the market • Life Style:  5 patterns of movement toward that goal defined • 9 main misalignment themes pointed out for further analysis • Organizational Health Dynamics rated generally high, though potential risk areas are defined for exploration with the organization • Not a measure of “good or bad” culture, just a discovery of underlying themes and patterns to bring to awareness and consider for improvement
  • 67. Conclusion GOAL 1: Demonstrate the Organizational Life Style Assessment Tool Straightforward framework to organize and analyze large amounts of data for meaningful results, such as overarching goal. GOAL 2: Utilize Life Style data to uncover alignment issues, which may provide new insights into strengths and potential issues within the organization Uncovered potential risk areas in light of their unique goals, which is an effective way to approach change opportunities. GOAL 3: Consider the usefulness of the Organizational Life Style Assessment results as an indicator of organizational health and effectiveness. Broad recognition of potential issues combined with health measures open communication opportunities about underlying themes that may not surface otherwise 1 2 3