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Part # 1: What do people do? How do people do things?

Part # 1: What do people do? How do people do things?
Part # 2: Why do people do things? What are their values?

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Culture Culture Presentation Transcript

  • Culture
  • Part # 1 What do people do? How do people do things? Part # 2 Why do people do things? What are their values?
  • Part # 1 What do people do? How do people do things?
  • Level 0: Have Results Products Level 1: Do What people do How people do things Level 2: Be Why people do things How people think Values Personality
  • Culture is what we do without asking. Source http://blogs.hbr.org/cs/2011/03/culture_trumps_strategy_every.html http://nilofermerchant.com/2011/03/22/culture-trumps-strategy-every-time/
  • Culture is learned and shared ways of behaving appropriately in social settings. Source http://www.beyondintractability.org/audio/kevin_avruch/?nid=2406
  • Every large change involves changing: 1a. What people do Tasks, roles, structures. 1b. How people do it Processes and habits. 2. Why people do it Beliefs and values. Source http://www.managementcraft.com/2011/12/the-tentacles-of-our-ways-why-change-is-so-hard.html
  • Corporate cultures are moved not by what top managers say or write, but by who they are and what they do. Source Hofstede, Geert: Cultures and Organizations, p. 376.
  • it is much easier to act your way into new thinking than to think your way into new actions. Source http://www.strategy-business.com/article/11108?pg=all
  • I Individual Personal Self We Relationship Interpersonal Community It Task Impersonal Organization Well-being Meaning Happiness Solidarity Connectedness Belonging Mission accomplishment Profitability Growth Do Process Behaviour Thinking Feeling Acting Communicating Negotiating Coordinating Selling Delivering Planning, etc. Be Platform Structure Mental model: Personal values, beliefs, and practices Culture: Shared values, beliefs, and practices Capital: Administrative, technical, and economic infrastructure Have Product Results Source: Kofman, Fred: Conscious Business, p. 14.
  • Example 1. How work is done People work fixed hours in fixed places. Specialization. Discipline and efficiency driven. Or People work anytime and anywhere. People do different things. Work driven by purpose / passion / interest / happiness and creativity.
  • http://www.slideshare.net/frankcalberg/what-is-the-company-purpose
  • Example 2 How companies are structured and organized Large size. Centralization. Standardization. Rules. Or Small size. Decentralization. Individualization. Flexibility. Agility. Adaptive capability.
  • http://www.slideshare.net/frankcalberg/3-ways-of-organizing http://www.slideshare.net/frankcalberg/organization-rethinking
  • Example 3. How education is done Supply focused, curriculum driven education. Classes. Lectures. Fixed times. Fixed place. Exams / control at the end. Or Individualized, demand focused education. Each student decides, for example, what he/she wants to get better at and which media to use. Self driven learners. Learning happens anytime and anywhere. Continuous feedback is given by many different people – including work colleagues.
  • http://www.frankcalberg.com/learning
  • Example 4. How communication is done 1-way communication. There is strong focus on speaking. Or 2-way communication. There is strong focus on listening.
  • http://www.slideshare.net/frankcalberg/listening-tips http://www.slideshare.net/frankcalberg/email-tips http://www.slideshare.net/frankcalberg/good-leadership
  • The notion that behavior change leads to attitude change can be traced back to the 1950s, to psychologist Leon Festinger and his theory of cognitive dissonance. Festinger argued that when people are induced to act in new ways, even if those new behaviors feel unfamiliar or wrong at first, their need for consistency will gradually affect the way they think and feel. They will seek out reasons to justify their new actions both rationally and emotionally. Source http://www.strategy-business.com/article/11108?pg=all
  • Part # 2 Why do people do things? What are their values?
  • Level 0: Have Results Products Level 1: Do What people do How people do things Level 2: Be Why people do things How people think Values Personality
  • I Individual Personal Self We Relationship Interpersonal Community It Task Impersonal Organization Have Product Results Well-being Meaning Happiness Solidarity Connectedness Belonging Mission accomplishment Profitability Growth Do Process Behaviour Thinking Feeling Acting Communicating Negotiating Coordinating Selling Delivering Planning, etc. Be Platform Structure Mental model: Personal values, beliefs, and practices Culture: Shared values, beliefs, and practices Capital: Administrative, technical, and economic infrastructure Source: Kofman, Fred: Conscious Business, p. 14.
  • Culture = the beliefs that determine how we do things around here. Sources Kofman, Fred: Conscious Business, p. 15. http://www.strategy-business.com/article/11108?pg=all http://ohs.anu.edu.au/publications/pdf/wp%207%20-%20Hopkins.pdf
  • Tangible resources Not tangible resources Tradeable resources Not tradeable resources Source: Osterloh & Frey (2002) Company culture
  • Organizational culture represents the psychological assets of the organization that predict its material assets 5 years from now. Source Hofstede, Geert: Cultures and Organizations, p. 371.
  • We define an organization’s values as the standards by which employees set priorities that enable them to judge whether  an order is attractive or unattractive,  a customer is more important or less important,  an idea for a new product is attractive or marginal,  etc. Source http://hbr.org/2000/03/meeting-the-challenge-of-disruptive-change/ar/2
  • The basic values of a multinational business organization are determined by the nationality and personality of its founder(s) and later significant leaders. Source Hofstede, Geert: Cultures and Organizations, p. 402.
  • The term “value” is derived from the latin word “valere”, to be worthy or strong. Source http://www.nyu.edu/projects/nissenbaum/papers/values_and_valuing.pdf
  • Culture is a learned set of shared interpretations about beliefs, values, and norms, which affect the behaviours of a relatively large group of people. Sources Myron W. Lustig & Jolene Koester: "Intercultural Competence", p. 30. http://eco.ittralee.ie/personal/theories_III.php
  • The definitions of the concept of culture have remained relatively unchanged and related to shared norms, knowledge, beliefs, morals, and customs among collectivities. Sources Yasmin S Purohit; Claire A Simmers: Power distance and uncertainty avoidance: A cross-national examination of their impact on conflict management modes. Journal of International Business Research; 2006;
  • Culture is the learned or shared knowledge, beliefs, traditions, customs, rules, arts, history, folklore and institutions of a group of people used to interpret experiences and to generate social behavior. Source: http://www.healthcarechaplaincy.org/userimages/Cultural_Spiritual_Sensitivity_Learning_%20Module%207-10-09.pdf, p. 22.
  • Openness to change Focus on personal interests Focus on interests of others Conservation
  • Openness Creativity Curiosity Experimentation Variety Freedom Ambition Individualism Competition Dominance Control Power Equality Helpful Trust Forgiving Love Friendship Tradition Family Discipline Conformity Security Clean
  • Further sources http://www.livescience.com/21478-what-is-culture-definition-of-culture.html http://oxforddictionaries.com/definition/english/culture http://en.teguhsantoso.com/2011/12/the-definition-of-culture.html http://www.scribd.com/doc/34862800/Values http://www.scribd.com/doc/36200010/questions-to-discover-your-values http://www.slideshare.net/frankcalberg/questions-that-challenge-the-way-you-think http://www.scribd.com/doc/34534773/Personality http://www.scribd.com/doc/32211076/Power-Distance http://www.scribd.com/doc/35468260/Individualism http://www.slideshare.net/frankcalberg/gender-diversity-9869793 http://www.scribd.com/doc/35046140/Uncertainty-avoidance