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Workshop the CAIR model of Culture (march 2014) v1


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The CAIR model of how organisational culture fails explores four dimensions of pressure and looks at how this leads to rifts in trust and toxic behaviours.

It's about the COST of belonging to a culture.

We explore how these pressures form and look at the online diagnostic i've developed to let us structure conversations around culture and change.

Published in: Business
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Workshop the CAIR model of Culture (march 2014) v1

  1. 1. The CAIR Model® of pressure on organisational culture Julian Stodd BSc (hons) MA March 2014 ! ! @julianstodd Copyright Julian Stodd 2013 An introduction and overview
  2. 2. Agenda • Introduction • Incremental Failure • The CAIR Model • Culture and Change Copyright Julian Stodd 2013
  3. 3. Copyright Julian Stodd 2013
  4. 4. The creation of culture • Culture is created in the moment • It's more than just history • It's fluid, changeable, both through conscious choice and absent minded neglect • In the Social Age, having a strong culture is central to fostering innovation and creativity
  5. 5. Our relationship with culture Copyright Julian Stodd 2013
  6. 6. Co-Creation Copyright Julian Stodd 2013
  7. 7. The 7 strands of Co-Creation Copyright Julian Stodd 2013
  8. 8. How we came to co-creation... Copyright Julian Stodd 2013
  9. 9. The Social Age • It's a time of constant change • Social Technology has moved ownership of brand into the community • Organisations have to recognise this dual space: internal and external, formal and social • We can frame culture, but no longer own it
  10. 10. Culture and Technology Copyright Julian Stodd 2013
  11. 11. Agile Organisations • Recognise the ecosystem of the Social Age • Understand why a strong culture is important • Do what's right, not just what's legal • Flex • Embrace change: ensure nobody is left behind
  12. 12. Culture, Creativity & Innovation Copyright Julian Stodd 2013
  13. 13. The CAIR Model® Measuring pressure on Organisational Culture
  14. 14. Copyright Julian Stodd 2013
  15. 15. CAIR: Cost • There's a cost of membership • We have to understand how organisational behaviour fits our moral framework (what's right, what's wrong) • In a global business, are our ethical frames matched? (gender, sexuality, reward, cooperative/collaborative/hierarchical) • There's a relationship between organisational and national culture: are we comfortable with it? (e.g. American and English businesses) • By aligning ourselves with an organisation now, we are doing so at the cost of some future options (stability, fairness, development paths)
  16. 16. CAIR: Aspirations • Who is the person you aspire to be? • How does 'who you are' match against this, and how much of that is about the culture you co-create and inhabit? • Does your desire for security unbalance your aspirations? • Are you proud of where you work and what you do? (Tobacco companies, Banks, Armed Services, Payday loans etc • What happened to your dreams? Are you living them, or has circumstance chased them away? • Are you building your future or surviving in your present?
  17. 17. CAIR: Investment • We invest our time in our work. Is it worth it? What's the cost? • We work hard: but is it in the right areas? Where is the friction building? • Our integrity is on the line in social spaces: when organisational cultures fail, we pay a personal price. • We invest our 'selves' in our culture: it's hard to say, after the event, 'i was just following orders'. • Investment is about more than money: it's about what we put in and what is given back
  18. 18. CAIR:Reward • We think first about money: the trade off is our time for hard cash • But there's more at play: our reputation • Belonging to an organisational culture affects our overall status in society: with either positive or negative implications • We are rewarded with future potential: not all reward is synchronous
  19. 19. Copyright Julian Stodd 2013
  20. 20. Copyright Julian Stodd 2013
  21. 21. The signs of sickness • Slow transition to place of discomfort (e.g. sexualised clothing for young children) • Mismatch with prevailing views of society (e.g. zero hour contracts • Formation of retro cliques (homophobia and racism in the Met)
  22. 22. Or just cultural difference? • Women shouldn't drive • Homosexuality is bad • Christianity is best • it's ok to make jokes about John because... • I didn't mean it like that...
  23. 23. Copyright Julian Stodd 2013
  24. 24. Incremental Failure • Culture has failed when it's easier to join in the laughter than to challenge why we are laughing • Culture doesn't fracture suddenly: it fractures through permission • Elements remain coherent whilst the rifts expand • We may remain aligned with certain stakeholders whilst becoming distanced from others
  25. 25. Copyright Julian Stodd 2013
  26. 26. Stretching and snapping • Internal tensions distance us ever further from the person we aspire to be • Pressure may build in one or multiple dimensions • Pressure will build differently for different members of a culture and community • Rifts provide permissive spaces for toxic behaviours • Rifts provide safe spaces for unhealthy decisions to be made
  27. 27. The CAIR Diagnostic • Provides a structured framework for conversations • Runs through each of the pressures to make the hidden, explici
  28. 28. Copyright Julian Stodd 2013
  29. 29. Copyright Julian Stodd 2013
  30. 30. How should culture work in the Social Age? • Framed, co-created and co-owned • Regulated through the co-creative pressures, through legislation and aligned with social values
  31. 31. The Socially Responsible Business Copyright Julian Stodd 2013
  32. 32. The goal? Socially Responsible Business • Forms a social contract between employee and organisation, which it's able to deliver upon • Has a culture that is fair and equal • Values learning. Values diversity • Is magnetic to talent • Is fit for the Social Age • Is agile
  33. 33. Copyright Julian Stodd 2013
  34. 34. STAY IN TOUCH • @julianstodd • ! • ! • All materials © Julian Stodd under a Creative Commons license