• "A pattern of shared basic assumptions that the group learned as it solved its problems that has worked well enough to be considered valid and is passed on to new members as the correct way to perceive, think, and feel in relation to those problems.“ Edgar Schein• “The specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization.“ Hill and Jones
Flexibility The Clan Culture The Adhocracy (A) Culture (B) Internal focus with External focus flexibility, with flexibility and concern for people, individuality and sensitivity to customersInternal Focus External Focus The Hierarchy The Market Culture (D) Culture (C) Internal focus with External focus a need for with a need stability and for stability and control control Control
• A changing world requires a response of innovation• Increasing Momentum toward learning for leadership
Interpersonal Skills Two types of Leaders (John Maxwell) Leaders who develop Leaders who develop followers. leaders.Need to be needed. Wants to be succeeded.Focus on weaknesses. Focus on strengths.Develop the bottom 20%. Develop the top 20%.Treat their people the same for Treat their leaders as individuals“fairness”. for impact.Hoard power. Give power away.Spend time with others. Invest time in others.Grow by addition. Grow by multiplication.Impact only people they touch Impact people far beyond theirpersonally. own reach.
• What is your church’s culture?• Have you defined your sweet spot?• Are you creating followers or leaders?• Are your teams developing to stage 6?
• www.slideshare.net/louiskotze• http://www.ocai-online.com/• Tuckman’s Stages of Team Development• Competing Values Framework for organizational culture