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Organisation Culture Change Masterclass

The document discusses the challenges organizations face in change management and the importance of organizational culture. It introduces the Dynamic Systems Maturity Theory (DSMT) as a comprehensive framework for diagnosing and operationalizing cultural maturity, which is argued to be more critical than culture itself for effective change. The text also emphasizes that outdated models of change have contributed to high failure rates in organizational transformations and that a mature organization can effectively navigate the complexities of modern business environments.

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www.orgcmf.com/bokwww.orgcmf.com/bok Masterclass-New Research Insights into Organisation Culture Authentic Culture-Busting Process through OrgCMF Dr. Myles Sweeney Organisation Development Tools Institute
www.orgcmf.com/bok 1. Brief Intro 2. Current State of Play for Change Mgt. & Organization Development 3. Scale of the Problem around Culture 4. Introducing DSMT 5. Redefining Culture 6. Operationalizing Culture for Normative Diagnosis and Development 7. Additional Insights 8. Questions & Answers – please submit Questions during presentation via Chat Window Agenda
www.orgcmf.com/bok The Organisation Development Tools Institute (ODTI), Researches, Develops and Provides tools that help organisations plan and execute Incremental, Transitional and Transformational Change, based on Organisational Science and Dynamic Systems Maturity Theory “Next Generation Change & Transformation Management” ODTI • Management, Psychology & Finance • 30 Years advisory and consulting across sectors • Specialities • Organisation Learning & Psychology • Leadership & Leadership team coaching • Change & Transformation Management • Organisation Problem/Opportunity Diagnosis • Individual, Team and Organisation Development & Performance Improvement • Researched, Developed and Applied Dynamic Systems Maturity Theory (DSMT) Dr. Myles Sweeney
www.orgcmf.com/bok • Obvious Problems with outdated modelling of Organization and Change • Failure Rates – Change Management (75%) (Burnes), M&A (50%). (Mc Kinsey , GE Capital, etc.) • Agility – with 300% premium to market average, only 22% achieving it (Hamel, etc.) • Inversion – with 500% discount (Spain) affects up to 52% of organizations (McKinsey) • Simplistic Modelling re. Complexity, Systems, Prof. William Joyce, USA • Models with “?” as a Phase • 5-Easy Step Modelling • Models that appeal to Learning where there is no model of learning • Descriptive Models based on e.g., CEO opinions!!!! Etc., etc., etc. The Problem • Most Organisations today are challenged by • Volatility, Uncertainty, Complexity & Ambiguity (VUCA) re. Market, Environment, Technology Drivers, Staff Requirements, etc. • This demands org’al Responsiveness, Change, Transition or Transformation
www.orgcmf.com/bok Dynamic Systems Maturity Theory (DSMT)The Solution Peer-Reviewed Theory of “unprecedented depth and scope” Integrated research from Psychology, Org. Science, Economics with Systems Theory and equally valid for each Prescribe Normative Phases of Development for Sustainability Fully Operationalizable Process Diagnose Maturity Level of Critical Capabilities as a base with Traction Normative developmental process to build sustainable Agility “Redefining Change Management and building organizations fit for the 21st century” Newly defines and inoculates against Habituation and Inversion Fully Researched and Completed Normative Theory
www.orgcmf.com/bok “Culture isn't just one aspect of the game, it is the game. In the end, an organization is nothing more than the collective capacity of its people to create value” — Louis V. Gerstner, Jr., former CEO of IBM. “Issues with Culture are the main reasons for 50% Failure rates (relative to market averages in 3 years) in M&As” - GE Capital “Culture eats Strategy for Breakfast” - Peter Drucker - Mark Fields, Ford Motors So what of Culture!
www.orgcmf.com/bok • Even though Culture is regularly cited as the primary cause of the high Failure Rates in Change Management, M&As, etc., • It has avoided definition, modelling, operationalization, etc., until now. • At best, it is loosely described as “the way we do things around here” • So, we can agree, any surveys and assessments that offer descriptions of prevailing processes, behaviors, etc., are measuring Culture. How is Culture addressed up to now?
The typical Elemental Approach to Culture Change All of these elements, either explicitly or implicitly are addressed by DSMT, as are the above criticisms • Disjointed • Assessing Symptoms rather than causal conditions for non self- correcting process • No prescription re. development – only brutal change • No definition of Culture as Learning System that e.g., fosters each dimension
www.orgcmf.com/bok Importance of a Scientific Maturity Scale Practical & Presentation DSMT & Deep Analysis • Standard Scale for All • Measurement against a Reference Model (Assessment) • Norms are established • Comparisons & Benchmarks are valid • Level traits can be identified & described. • Practices, Behaviours, and Performance can be classified for levels. • Can be applied to systems, sub- systems and elements of the system • Trust & Confidence
www.orgcmf.com/bok 2b Critical Divergence: Delegate to CN, Diversify from Critical Singularities, Opportunism 2a Critical Singularity: Leader takes Accountability, Establish Totem wins across Capabilities 1c Incubation: Facilitate CN in planning development of the Capability 1b Disconnect: Organize Collective Decisive Disconnect from the problem among CN 1a Regenerative Disruption: Motivate CN for Change: New Idea, Diagnostic, Disorienting Dilemma 3b Destabilization: Challenge the People, Resource Opportunities, Pilot, etc. 3a Stabilization: CN On-boards people, Manage Socio-Emotional Issues, Assess Opportunities 4a Operational Learning: Train & Develop people to grow strategic competence as far as desired 4b Formal Operations: Establish Process & Procedure to take the Capability as far as desired 5b Competitive System: Customerized Capability/System, Boundaryless System, Matrix Structures 5a Competitiveness: Energize, Benchmark Performance, Customer Care, Dynamic Learning 6b Org. Advantage: Self-Organized Teams, Collaboration, Task Forces, Enterprises, etc. as OI System 6a Advantage: Empowerment, Self-Expression, Open Innovation (OI), etc. 7b Regenerative Leadership: Cyclical Developmental Process, Spin-Offs, M&As, Joint Ventures, etc. 7a Integrative Leadership: Win-Win Leadership positioning, Authentic Leadership Style, Coaching Generic Change/Developmental Process through 7 Levels
Sample Correlations with Clinical Classifications, Theories of Natural Development & Psychological Conditions Dynamic Systems Maturity Theory Diagnostic Statistical Manual Freud Piaget Horney Maslow Phases/ Stages of Developmental Learning Clusters of Personality Disorders Stages of Psycho-Sexual Development Stages of Cognitive Development Classifications re. Neuroses Hierarchy of Needs Regenerative Leadership Self Actualisation Integretive Leadership Creative Complexity (Creativity) Complex Creativity Adaptive Complexity (Complexity) Complex Adaptivity Genital Esteem Formal Operational Learning Formal Operations Cognitive Operational Learning Concrete Operations Unstable Equilibrium Stable Equilibrium Latency Emotional / Belonging Reflexism / Critical Divergence Continued De-Centering Tropism, Critical Singularity Phallic (Identification) Pre-Operations to Phase 4 Dominance / Abuser Safety Insulation, Incubation Cluster C (Anorexia, etc.) Dependence (Move Toward) Safety Inertia, Disconnect Cluster A (Schizoid, Depression, etc.) Anal Detachment (Move Away) Absorption/ Creative Disruption Cluster B (Narcissism, Sociopathy, etc.) Oral Egocentricity Sensory Motor Stage to 1 Aggression, etc. (Move Against) Physiological 2 Brief Glimpses of what is meant by Unprecedented Scientific Depth
www.orgcmf.com/bok
www.orgcmf.com/bok Organisation Capability Maturity Framework (OrgCMF) Construct Capabilities (BIT) Buy in Technique (GSP) Goal Setting Process (IIL) Integration at Individual Level (IVO) Involvement (MDI) Management Discipline Information and Guidance for Change & Transformation www.orgcmf.com/bok
www.orgcmf.com/bok OrgCMF™ Architecture The Organisational System The Modular Classification Dynamics are the discreet forces that influence the functioning of the Org. Construct Capabilities are the building blocks of Org. Dynamics
www.orgcmf.com/bok 2b Critical Divergence: Reflexism, Chaos, Firefighting, Burnout 2a Critical Singularity: Groupthink, Mentoring, Dependence on Critical Singularities (Intel I) 1c Insulation: Failure to Launch, Paralysis through Analysis, Dependence 1b Inertia: Disconnected from the market, Obsolescence, Schizoid system 1a Black Hole: Degenerative Disruption motivating shielding of Corrupt Centre, Exploitation, Aggression 3b Destabilization: Frustrated & Disenfranchised Integrative People who degrade or leave 3a Stabilization: Socialist Culture, Niche-Bound System, Symbiotic Relationships with the marketplace 4a Operational Learning: Disjunctive Strategy, Developmentalism for its own sake, etc. 4b Formal Operations: Bureaucratic System will degrade to Dominant Leadership 2a 5b Competitive System: Customer Shapes the Capability and System degrading to 3a 5a Competitiveness: Capabilities & System degrade to being Destructively Contestual 2b 6b Org. Advantage: Failure to take charge of market (next Phase) loses Advantage (Apple I) 6a Comp. Adv.: Failure to systemize dissipates energy degrading system to Chaos 2b 7b Regenerative Leadership: Arrogance, Self-Reliance, degrading to 2a 7a Integrative Leadership: Stagnation of internal growth will limit organization (Apple II) Patterns of Habituation and subsequent Degradation without Regeneration
www.orgcmf.com/bok Table 2 The Monetary Value of DSMT Cultural Progression: Correspondence between the progression of DSMT Phases and Cultural Types as they benefit GDP (validated across 70 nations by Liñán & Fernandez-Serranno 2014) DSMT Stages of Habituation (definitive titles) DSMT Cultures Liñán’s Cultural Values (defining corresponding feature in brackets) Regenerative Leadership Regenerative Eco-System Universality (Care of everything) Integrative Leadership Everyone is a Leader Benevolence (win-win) Creative Complexity Self-Organization, Collaborative Self-Direction Complex Creativity Expressionist, Innovative Adaptive Complexity Customerized Complex Adaptive Dynamic Learning Achievement (Competitive) Formal Learning Bureaucratic Operational Learning Operational Unstable Equilibrium Emotional Stable Equilibrium Socialist Security Reflexism Chaotic / Opportunistic Stimulation (Risk, Adventure) Tropism Authoritarian Power Insulation Dependent, Insulated Tradition (devotion) Inertia Depressed, Schizoid Conformity (subordination) Absorption Exploitative Hedonism The most comprehensive classification of Cultures maps onto the DSMT Stages of Habituation - and positively correlated with Productivity Re-Defining Culture So, we can re-define Culture as Stage of Maturational Habituation
www.orgcmf.com/bok 51% Trapped or in Start-Up Comfort Social 500% Discount (Spain, 2017)Critical Authoritarian Inversion Inverted 27% Bureaucratic Operational Bureaucratic Average 22% Agile Leadership Regenerative 300% Premium (Hamel, 2018) Creativity Innovative Competitive Customerized DSMT Maturity Levels DSMT Cultural Levels Average Returns Re-Defining Proportion of org’s @ each Level & Returns Percentage of Org’s (McKinsey 2017)
www.orgcmf.com/bok • You are wasting your time in Management and Change Management if you focus on Culture – the real focus has to be on Maturity • For instance, Early Apple (pre-1997) had a Culture that was at the second- highest Level of the Model. However, its Maturity was at the second- lowest Level, because all of the intervening Levels of Maturation were missing, and of them, particularly, it was actually ignoring what the marketplace wanted. • Little surprise then that it lost its R&D lead to an organization called Microsoft that had these Levels in spades – especially that first basic Agility Level marked by Dynamic Learning that learned from the marketplace what the customer actually wanted and also responded effectively to that need. • Other case studies that can now be classified as “Immaturity undermining Culture” through “Technological Anchoring” are Polaroid (see Tipsaris) which collapsed; and Intel (see Burgelman) which turned it around! Maturity > Culture
www.orgcmf.com/bok • DSMT measures the Maturity of Critical Capabilities in an organization, prescribing development from prevailing Levels to whatever Level is required • Simply assessing the behaviour, etc., provides useless Culture diagnosis – a key error of typical change protocols surely contributing to Failure Rates • Assess from the bottom up, stopping at the first Phase that is not evident – the one below that - the highest sequential Phase in evidence - gives the Maturity of the Capability or System • Maturity gives the change/learning capacity and is where Traction lies for Change/Developmental Interventions, given a fix for dealing with Causes revealed in Qualitative Data as reasons for choice • All Change must follow the DSMT process from Disruption that may be facilitated by the DSMT diagnostic graphics Operationalising Culture for Diagnosis and Development
www.orgcmf.com/bok So, famous maxims like “Culture eats Strategy for breakfast” are dangerously wide of the mark & contribute to Failure!!! It is always Immaturity that undermines Strategy or Change It is always Maturity that gives Org. Effectiveness and DRIVES Strategy or Change NB: The trick is to have Maturity and Culture at the same Level that fits organizational strategy and is as high as possible to maximise Agility and Returns Conclusion
www.orgcmf.com/bok • Culture is to an organization what Mindset is to the individual • So, not only is a typical diagnostic showing Culture Level in error for CM/OD, but also – • Because it is a mirror image for the people, it is natural to rationalise defensiveness against it as part of priming for need for change • Showing a Cultural Diagnostic mirrors prevailing mindset so there is no emotional Disorienting Dilemma - the basis for all learning and change motivation • On the other hand, showing Maturity Level to people – Vs Culture Level – undermines Rationalization Defence Mechanism / Resistance to Change and causes an emotional Disorienting Dilemma Maturity also > Culture for Change Motivation
www.orgcmf.com/bok
www.orgcmf.com/bok • Each Maturational Stage has greater appeal for either Linear or Lateral Habituation • Linear Mindset and Culture (organizing schema is a straight line) underpin the following Cultural Inversions: • Neurotic Bureaucracy of 4b, Protectionism, Divisiveness of each Disintegrative Phase; 1- Dimensionalism, Short-Termism, Solution without Diagnosis, Hierarchy, Dominance etc., of 2a; Aggression, Exploitation, Histrionics, Narcissism of 1a, etc. • Lateral Mindset and Culture (organizing schema is horizontal plane of points) underpin: • Neurotic Disconnect of Growth Trajectory and Passivity of 1b; Over-Diagnosis of 1c; Multi- Dimensionalism, archetypal Socialism, Inclusiveness and Empathy of 3c; etc. • Note how neurotic Linearity and Laterality antagonise the other – note such bipolarization in Politics! The 2 Fundamental Types of Immature Mindset/Cultural Schemas & 1 Remedy – Integrative Maturation Process Due to Personality Type, we all bias to one which persists regardless of maturity. But Integrative Mindset & Culture grow through the Phases to high Self/Org.-Esteem Levels Assertiveness > Aggression or Passivity, Rational Direction shapeing strategic Multi-Dimensionalism, Self-Expression, Autonomy, Win-Win positioning (not equal sharing); Executive Decision-Making, Integrative Regeneration, etc.
Linear and Lateral Vs Integrative Culture Win/Lose is Contest not Competition Lose/Lose Avoidance is Disconnect Lose/Win Accommodation is Comfort Culture in decline Compromise is sub-integrative disjointed approach of Destabilization 3b and Operational 4a Win/Win Co-operation is Integrative Leadership Note: not really equal sharing, but enough for sustainability Linear x 2, Lateral x 2 and Integrative x 1 Note:
www.orgcmf.com/bok Authentic Leadership can be redefined in terms of integrative experience of each Level of Maturation – Turnaround, Planning, Crisis Management, Delegating, On- boarding, Procedure, Market Connections, Innovation, Collaboration, etc. Culture and Leadership Expressionist Culture/Maturity Level 6a is a basis for emergence of Regenerative Leadership at all levels of system – DSMT argues case from Irish History True Empowerment is advocated by all Leaders of Agile organizations This occurs at the Advantage Level with Expressionist Culture – everyone is free and resourced to express themselves as required across the barrierless system built at the previous Level Integrative Leadership Level of organization implies “Everyone is a Leader”
www.orgcmf.com/bok A well-known symptom of Authoritarian Culture – Groupthink Critical Singularity Level 1a N.B., Singularity can appear for any Capability, re. Product, Technology, etc.
www.orgcmf.com/bok Cultural Chaos as Habituated Opportunism or Critical Diversification Critical Level 2b
www.orgcmf.com/bok Comfort Zone relative to DSMT Learning and Growth Note aspects of earlier Phases mixed up in Growth Zone, so better Definition through DSMT However, DSMT says Fear Zone exists for each Culture Stabilization Level 3a/ Comfort/ Social Culture
www.orgcmf.com/bok Destabilization or Emotive Culture Frustrated desire for Change! In failed CM/OD the good people are disenfranchised. They leave or are Assimilated – i.e., degrade. Inevitably, the org. degrades The org. has become bound - by e.g., niche, symbiotic relationship, etc., which serves some well But there are people who want change Destabilization 3b/ Comfort
www.orgcmf.com/bok Note Relationship between Formal Learning Zone and Competitive Zone of actual live performance and Dynamic Learning In OD/CM, this should be accommodated by Pilots Competitive Vs Operational Cultures Operational Learning 4a&b Competitiveness 5a
www.orgcmf.com/bok Customerized Culture 5b Competitiveness Level 5b Bringing good process and procedure as basis for Dynamic Learning from the Customer and Marketplace Environmental Scanning Customer Intimacy Analytics, etc.
Advantage 6a&b 6a Expressionist/ Innovative Culture Personal Autonomy Self-Expression through genuine Empowerment Innovation Beyond Linear Dynamic Engaging Personal Ownership Non-confrontational Assertive, etc. 6b Autonomous Structures Self-Organization Self-Organized Teams, etc.
Integrative (Leadership) Culture 7a
Regenerative Culture 7b
www.orgcmf.com/bok Case Study – NB OrgCMF as integrative platform Client Organization – a subsidiary of a multi-national manufacturing company nationally supplying their single flagship client Client Presenting Problem – Demoralised Senior Team. NB they would not find similar employment locally Diagnosis – A Culture diagnosis would have shown people at the upper end of their sector, efficient, secure and competitive Maturity – senior team & organization reflected much Critical Singularity & Inversion Level due to amount of Client oversight Disruption – The Diagnosis was well received as making sense, and its personal graphic nature caused motivation for change Remedy – HQ reacted to the diagnosis granting them to be the first in the multi-national to sell on the open market Process – the change process went well, e.g., with MBTI help, the marketing role was filled from within the senior team Outcome – the Dynamic-Market strategy was profitably adopted by the multi-national, & nationally high morale is sustained
www.orgcmf.com/bok DSMT 15 Level Analysis Diagnostic Triage Sensor Deep Diagnostic OrgCMF™ Structure OrgCMF™ Assessment Levels
www.orgcmf.com/bok Some Assessment Configuration Scenarios Also available are ODTI Special Configurations • Collaboration Maturity Index • M & A Due Diligence and Integration ODTI Services on request • Advisory • Training • OMI Deep Diagnostic Assessment • Custom Assessment Configuration Partners • Consulting & Advisory • Change & Improvement Prog. Mgmt. • Assessment Config. & Management
www.orgcmf.com/bok • Ahlback, K., Fahrbach, C., Muraka, M. and Salo, O. (2017). How to Create an Agile Organization. McKinsey October Bulletin. https://www.mckinsey.com/business-functions/organization/our-insights/how-to-create- an-agile-organization?cid=other-eml-alt-mip-mck-oth- 1804&hlkid=cb740e6503604e9795850bcde63b7bc9&hctky=1649573&hdpid=46316da6-dbee-4830-8f79- c420d88dcad4 • Burgelman, R. A. (2004). Strategy as Vector and the Inertia of Coevolutionary Lock-in. In M. J. Tushman and Anderson, P. (Eds.), Managing Strategic Innovation and Change: A collection of readings. Oxford. pp. 577- 604. • Burnes, B. (2017). Managing Change. UK: Pearson Education. • Hamel, G. and Zanini, M. (2018). The End of Bureaucracy. Harvard Business Review, Nov-Dec., 50-59. https://hbr.org/2018/11/the-end-of-bureaucracy • Liñán, F. and Fernandez-Serranno, J. (2014). National Culture, Entrepreneurship and Economic Development: Different Patterns across the European Union. Small Business Economics, 42, (4), 685-701. doi:10.1007/s11187-013-9520-x • Spain, S., Harms, P., and Wood, D. (2016). Stress, Well-Being, and the Dark Side of Leadership. Research in Occupational Stress and Well-being, 14, 33-59. • Tripsas and Gavetti (2004). Capabilities, Cognition, and Inertia: Evidence from Digital Imaging. In M. Tushman and P. Anderson (Eds.), Managing Strategic Innovation and Change. NY: Oxford University Press. References
www.orgcmf.com/bok Next Webinar 29th Apr. 2020 at 14.00GMT The Emotional Dynamic – Going beyond Emotional Intelligence to optimize Motivation
www.orgcmf.com/bok

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Organisation Culture Change Masterclass

  • 1.
    www.orgcmf.com/bokwww.orgcmf.com/bok Masterclass-New Research Insightsinto Organisation Culture Authentic Culture-Busting Process through OrgCMF Dr. Myles Sweeney Organisation Development Tools Institute
  • 2.
    www.orgcmf.com/bok 1. Brief Intro 2.Current State of Play for Change Mgt. & Organization Development 3. Scale of the Problem around Culture 4. Introducing DSMT 5. Redefining Culture 6. Operationalizing Culture for Normative Diagnosis and Development 7. Additional Insights 8. Questions & Answers – please submit Questions during presentation via Chat Window Agenda
  • 3.
    www.orgcmf.com/bok The Organisation DevelopmentTools Institute (ODTI), Researches, Develops and Provides tools that help organisations plan and execute Incremental, Transitional and Transformational Change, based on Organisational Science and Dynamic Systems Maturity Theory “Next Generation Change & Transformation Management” ODTI • Management, Psychology & Finance • 30 Years advisory and consulting across sectors • Specialities • Organisation Learning & Psychology • Leadership & Leadership team coaching • Change & Transformation Management • Organisation Problem/Opportunity Diagnosis • Individual, Team and Organisation Development & Performance Improvement • Researched, Developed and Applied Dynamic Systems Maturity Theory (DSMT) Dr. Myles Sweeney
  • 4.
    www.orgcmf.com/bok • Obvious Problemswith outdated modelling of Organization and Change • Failure Rates – Change Management (75%) (Burnes), M&A (50%). (Mc Kinsey , GE Capital, etc.) • Agility – with 300% premium to market average, only 22% achieving it (Hamel, etc.) • Inversion – with 500% discount (Spain) affects up to 52% of organizations (McKinsey) • Simplistic Modelling re. Complexity, Systems, Prof. William Joyce, USA • Models with “?” as a Phase • 5-Easy Step Modelling • Models that appeal to Learning where there is no model of learning • Descriptive Models based on e.g., CEO opinions!!!! Etc., etc., etc. The Problem • Most Organisations today are challenged by • Volatility, Uncertainty, Complexity & Ambiguity (VUCA) re. Market, Environment, Technology Drivers, Staff Requirements, etc. • This demands org’al Responsiveness, Change, Transition or Transformation
  • 5.
    www.orgcmf.com/bok Dynamic Systems MaturityTheory (DSMT)The Solution Peer-Reviewed Theory of “unprecedented depth and scope” Integrated research from Psychology, Org. Science, Economics with Systems Theory and equally valid for each Prescribe Normative Phases of Development for Sustainability Fully Operationalizable Process Diagnose Maturity Level of Critical Capabilities as a base with Traction Normative developmental process to build sustainable Agility “Redefining Change Management and building organizations fit for the 21st century” Newly defines and inoculates against Habituation and Inversion Fully Researched and Completed Normative Theory
  • 6.
    www.orgcmf.com/bok “Culture isn't justone aspect of the game, it is the game. In the end, an organization is nothing more than the collective capacity of its people to create value” — Louis V. Gerstner, Jr., former CEO of IBM. “Issues with Culture are the main reasons for 50% Failure rates (relative to market averages in 3 years) in M&As” - GE Capital “Culture eats Strategy for Breakfast” - Peter Drucker - Mark Fields, Ford Motors So what of Culture!
  • 7.
    www.orgcmf.com/bok • Even thoughCulture is regularly cited as the primary cause of the high Failure Rates in Change Management, M&As, etc., • It has avoided definition, modelling, operationalization, etc., until now. • At best, it is loosely described as “the way we do things around here” • So, we can agree, any surveys and assessments that offer descriptions of prevailing processes, behaviors, etc., are measuring Culture. How is Culture addressed up to now?
  • 8.
    The typical ElementalApproach to Culture Change All of these elements, either explicitly or implicitly are addressed by DSMT, as are the above criticisms • Disjointed • Assessing Symptoms rather than causal conditions for non self- correcting process • No prescription re. development – only brutal change • No definition of Culture as Learning System that e.g., fosters each dimension
  • 9.
    www.orgcmf.com/bok Importance of aScientific Maturity Scale Practical & Presentation DSMT & Deep Analysis • Standard Scale for All • Measurement against a Reference Model (Assessment) • Norms are established • Comparisons & Benchmarks are valid • Level traits can be identified & described. • Practices, Behaviours, and Performance can be classified for levels. • Can be applied to systems, sub- systems and elements of the system • Trust & Confidence
  • 10.
    www.orgcmf.com/bok 2b Critical Divergence:Delegate to CN, Diversify from Critical Singularities, Opportunism 2a Critical Singularity: Leader takes Accountability, Establish Totem wins across Capabilities 1c Incubation: Facilitate CN in planning development of the Capability 1b Disconnect: Organize Collective Decisive Disconnect from the problem among CN 1a Regenerative Disruption: Motivate CN for Change: New Idea, Diagnostic, Disorienting Dilemma 3b Destabilization: Challenge the People, Resource Opportunities, Pilot, etc. 3a Stabilization: CN On-boards people, Manage Socio-Emotional Issues, Assess Opportunities 4a Operational Learning: Train & Develop people to grow strategic competence as far as desired 4b Formal Operations: Establish Process & Procedure to take the Capability as far as desired 5b Competitive System: Customerized Capability/System, Boundaryless System, Matrix Structures 5a Competitiveness: Energize, Benchmark Performance, Customer Care, Dynamic Learning 6b Org. Advantage: Self-Organized Teams, Collaboration, Task Forces, Enterprises, etc. as OI System 6a Advantage: Empowerment, Self-Expression, Open Innovation (OI), etc. 7b Regenerative Leadership: Cyclical Developmental Process, Spin-Offs, M&As, Joint Ventures, etc. 7a Integrative Leadership: Win-Win Leadership positioning, Authentic Leadership Style, Coaching Generic Change/Developmental Process through 7 Levels
  • 11.
    Sample Correlations withClinical Classifications, Theories of Natural Development & Psychological Conditions Dynamic Systems Maturity Theory Diagnostic Statistical Manual Freud Piaget Horney Maslow Phases/ Stages of Developmental Learning Clusters of Personality Disorders Stages of Psycho-Sexual Development Stages of Cognitive Development Classifications re. Neuroses Hierarchy of Needs Regenerative Leadership Self Actualisation Integretive Leadership Creative Complexity (Creativity) Complex Creativity Adaptive Complexity (Complexity) Complex Adaptivity Genital Esteem Formal Operational Learning Formal Operations Cognitive Operational Learning Concrete Operations Unstable Equilibrium Stable Equilibrium Latency Emotional / Belonging Reflexism / Critical Divergence Continued De-Centering Tropism, Critical Singularity Phallic (Identification) Pre-Operations to Phase 4 Dominance / Abuser Safety Insulation, Incubation Cluster C (Anorexia, etc.) Dependence (Move Toward) Safety Inertia, Disconnect Cluster A (Schizoid, Depression, etc.) Anal Detachment (Move Away) Absorption/ Creative Disruption Cluster B (Narcissism, Sociopathy, etc.) Oral Egocentricity Sensory Motor Stage to 1 Aggression, etc. (Move Against) Physiological 2 Brief Glimpses of what is meant by Unprecedented Scientific Depth
  • 12.
  • 13.
    www.orgcmf.com/bok Organisation Capability MaturityFramework (OrgCMF) Construct Capabilities (BIT) Buy in Technique (GSP) Goal Setting Process (IIL) Integration at Individual Level (IVO) Involvement (MDI) Management Discipline Information and Guidance for Change & Transformation www.orgcmf.com/bok
  • 14.
    www.orgcmf.com/bok OrgCMF™ Architecture The OrganisationalSystem The Modular Classification Dynamics are the discreet forces that influence the functioning of the Org. Construct Capabilities are the building blocks of Org. Dynamics
  • 15.
    www.orgcmf.com/bok 2b Critical Divergence:Reflexism, Chaos, Firefighting, Burnout 2a Critical Singularity: Groupthink, Mentoring, Dependence on Critical Singularities (Intel I) 1c Insulation: Failure to Launch, Paralysis through Analysis, Dependence 1b Inertia: Disconnected from the market, Obsolescence, Schizoid system 1a Black Hole: Degenerative Disruption motivating shielding of Corrupt Centre, Exploitation, Aggression 3b Destabilization: Frustrated & Disenfranchised Integrative People who degrade or leave 3a Stabilization: Socialist Culture, Niche-Bound System, Symbiotic Relationships with the marketplace 4a Operational Learning: Disjunctive Strategy, Developmentalism for its own sake, etc. 4b Formal Operations: Bureaucratic System will degrade to Dominant Leadership 2a 5b Competitive System: Customer Shapes the Capability and System degrading to 3a 5a Competitiveness: Capabilities & System degrade to being Destructively Contestual 2b 6b Org. Advantage: Failure to take charge of market (next Phase) loses Advantage (Apple I) 6a Comp. Adv.: Failure to systemize dissipates energy degrading system to Chaos 2b 7b Regenerative Leadership: Arrogance, Self-Reliance, degrading to 2a 7a Integrative Leadership: Stagnation of internal growth will limit organization (Apple II) Patterns of Habituation and subsequent Degradation without Regeneration
  • 16.
    www.orgcmf.com/bok Table 2 The MonetaryValue of DSMT Cultural Progression: Correspondence between the progression of DSMT Phases and Cultural Types as they benefit GDP (validated across 70 nations by Liñán & Fernandez-Serranno 2014) DSMT Stages of Habituation (definitive titles) DSMT Cultures Liñán’s Cultural Values (defining corresponding feature in brackets) Regenerative Leadership Regenerative Eco-System Universality (Care of everything) Integrative Leadership Everyone is a Leader Benevolence (win-win) Creative Complexity Self-Organization, Collaborative Self-Direction Complex Creativity Expressionist, Innovative Adaptive Complexity Customerized Complex Adaptive Dynamic Learning Achievement (Competitive) Formal Learning Bureaucratic Operational Learning Operational Unstable Equilibrium Emotional Stable Equilibrium Socialist Security Reflexism Chaotic / Opportunistic Stimulation (Risk, Adventure) Tropism Authoritarian Power Insulation Dependent, Insulated Tradition (devotion) Inertia Depressed, Schizoid Conformity (subordination) Absorption Exploitative Hedonism The most comprehensive classification of Cultures maps onto the DSMT Stages of Habituation - and positively correlated with Productivity Re-Defining Culture So, we can re-define Culture as Stage of Maturational Habituation
  • 17.
    www.orgcmf.com/bok 51% Trapped or in Start-Up ComfortSocial 500% Discount (Spain, 2017)Critical Authoritarian Inversion Inverted 27% Bureaucratic Operational Bureaucratic Average 22% Agile Leadership Regenerative 300% Premium (Hamel, 2018) Creativity Innovative Competitive Customerized DSMT Maturity Levels DSMT Cultural Levels Average Returns Re-Defining Proportion of org’s @ each Level & Returns Percentage of Org’s (McKinsey 2017)
  • 18.
    www.orgcmf.com/bok • You arewasting your time in Management and Change Management if you focus on Culture – the real focus has to be on Maturity • For instance, Early Apple (pre-1997) had a Culture that was at the second- highest Level of the Model. However, its Maturity was at the second- lowest Level, because all of the intervening Levels of Maturation were missing, and of them, particularly, it was actually ignoring what the marketplace wanted. • Little surprise then that it lost its R&D lead to an organization called Microsoft that had these Levels in spades – especially that first basic Agility Level marked by Dynamic Learning that learned from the marketplace what the customer actually wanted and also responded effectively to that need. • Other case studies that can now be classified as “Immaturity undermining Culture” through “Technological Anchoring” are Polaroid (see Tipsaris) which collapsed; and Intel (see Burgelman) which turned it around! Maturity > Culture
  • 19.
    www.orgcmf.com/bok • DSMT measuresthe Maturity of Critical Capabilities in an organization, prescribing development from prevailing Levels to whatever Level is required • Simply assessing the behaviour, etc., provides useless Culture diagnosis – a key error of typical change protocols surely contributing to Failure Rates • Assess from the bottom up, stopping at the first Phase that is not evident – the one below that - the highest sequential Phase in evidence - gives the Maturity of the Capability or System • Maturity gives the change/learning capacity and is where Traction lies for Change/Developmental Interventions, given a fix for dealing with Causes revealed in Qualitative Data as reasons for choice • All Change must follow the DSMT process from Disruption that may be facilitated by the DSMT diagnostic graphics Operationalising Culture for Diagnosis and Development
  • 20.
    www.orgcmf.com/bok So, famous maximslike “Culture eats Strategy for breakfast” are dangerously wide of the mark & contribute to Failure!!! It is always Immaturity that undermines Strategy or Change It is always Maturity that gives Org. Effectiveness and DRIVES Strategy or Change NB: The trick is to have Maturity and Culture at the same Level that fits organizational strategy and is as high as possible to maximise Agility and Returns Conclusion
  • 21.
    www.orgcmf.com/bok • Culture isto an organization what Mindset is to the individual • So, not only is a typical diagnostic showing Culture Level in error for CM/OD, but also – • Because it is a mirror image for the people, it is natural to rationalise defensiveness against it as part of priming for need for change • Showing a Cultural Diagnostic mirrors prevailing mindset so there is no emotional Disorienting Dilemma - the basis for all learning and change motivation • On the other hand, showing Maturity Level to people – Vs Culture Level – undermines Rationalization Defence Mechanism / Resistance to Change and causes an emotional Disorienting Dilemma Maturity also > Culture for Change Motivation
  • 22.
  • 23.
    www.orgcmf.com/bok • Each MaturationalStage has greater appeal for either Linear or Lateral Habituation • Linear Mindset and Culture (organizing schema is a straight line) underpin the following Cultural Inversions: • Neurotic Bureaucracy of 4b, Protectionism, Divisiveness of each Disintegrative Phase; 1- Dimensionalism, Short-Termism, Solution without Diagnosis, Hierarchy, Dominance etc., of 2a; Aggression, Exploitation, Histrionics, Narcissism of 1a, etc. • Lateral Mindset and Culture (organizing schema is horizontal plane of points) underpin: • Neurotic Disconnect of Growth Trajectory and Passivity of 1b; Over-Diagnosis of 1c; Multi- Dimensionalism, archetypal Socialism, Inclusiveness and Empathy of 3c; etc. • Note how neurotic Linearity and Laterality antagonise the other – note such bipolarization in Politics! The 2 Fundamental Types of Immature Mindset/Cultural Schemas & 1 Remedy – Integrative Maturation Process Due to Personality Type, we all bias to one which persists regardless of maturity. But Integrative Mindset & Culture grow through the Phases to high Self/Org.-Esteem Levels Assertiveness > Aggression or Passivity, Rational Direction shapeing strategic Multi-Dimensionalism, Self-Expression, Autonomy, Win-Win positioning (not equal sharing); Executive Decision-Making, Integrative Regeneration, etc.
  • 24.
    Linear and LateralVs Integrative Culture Win/Lose is Contest not Competition Lose/Lose Avoidance is Disconnect Lose/Win Accommodation is Comfort Culture in decline Compromise is sub-integrative disjointed approach of Destabilization 3b and Operational 4a Win/Win Co-operation is Integrative Leadership Note: not really equal sharing, but enough for sustainability Linear x 2, Lateral x 2 and Integrative x 1 Note:
  • 25.
    www.orgcmf.com/bok Authentic Leadership canbe redefined in terms of integrative experience of each Level of Maturation – Turnaround, Planning, Crisis Management, Delegating, On- boarding, Procedure, Market Connections, Innovation, Collaboration, etc. Culture and Leadership Expressionist Culture/Maturity Level 6a is a basis for emergence of Regenerative Leadership at all levels of system – DSMT argues case from Irish History True Empowerment is advocated by all Leaders of Agile organizations This occurs at the Advantage Level with Expressionist Culture – everyone is free and resourced to express themselves as required across the barrierless system built at the previous Level Integrative Leadership Level of organization implies “Everyone is a Leader”
  • 26.
    www.orgcmf.com/bok A well-known symptom ofAuthoritarian Culture – Groupthink Critical Singularity Level 1a N.B., Singularity can appear for any Capability, re. Product, Technology, etc.
  • 27.
    www.orgcmf.com/bok Cultural Chaos as HabituatedOpportunism or Critical Diversification Critical Level 2b
  • 28.
    www.orgcmf.com/bok Comfort Zone relative toDSMT Learning and Growth Note aspects of earlier Phases mixed up in Growth Zone, so better Definition through DSMT However, DSMT says Fear Zone exists for each Culture Stabilization Level 3a/ Comfort/ Social Culture
  • 29.
    www.orgcmf.com/bok Destabilization or EmotiveCulture Frustrated desire for Change! In failed CM/OD the good people are disenfranchised. They leave or are Assimilated – i.e., degrade. Inevitably, the org. degrades The org. has become bound - by e.g., niche, symbiotic relationship, etc., which serves some well But there are people who want change Destabilization 3b/ Comfort
  • 30.
    www.orgcmf.com/bok Note Relationship betweenFormal Learning Zone and Competitive Zone of actual live performance and Dynamic Learning In OD/CM, this should be accommodated by Pilots Competitive Vs Operational Cultures Operational Learning 4a&b Competitiveness 5a
  • 31.
    www.orgcmf.com/bok Customerized Culture 5b Competitiveness Level5b Bringing good process and procedure as basis for Dynamic Learning from the Customer and Marketplace Environmental Scanning Customer Intimacy Analytics, etc.
  • 32.
    Advantage 6a&b 6a Expressionist/Innovative Culture Personal Autonomy Self-Expression through genuine Empowerment Innovation Beyond Linear Dynamic Engaging Personal Ownership Non-confrontational Assertive, etc. 6b Autonomous Structures Self-Organization Self-Organized Teams, etc.
  • 33.
  • 34.
  • 35.
    www.orgcmf.com/bok Case Study –NB OrgCMF as integrative platform Client Organization – a subsidiary of a multi-national manufacturing company nationally supplying their single flagship client Client Presenting Problem – Demoralised Senior Team. NB they would not find similar employment locally Diagnosis – A Culture diagnosis would have shown people at the upper end of their sector, efficient, secure and competitive Maturity – senior team & organization reflected much Critical Singularity & Inversion Level due to amount of Client oversight Disruption – The Diagnosis was well received as making sense, and its personal graphic nature caused motivation for change Remedy – HQ reacted to the diagnosis granting them to be the first in the multi-national to sell on the open market Process – the change process went well, e.g., with MBTI help, the marketing role was filled from within the senior team Outcome – the Dynamic-Market strategy was profitably adopted by the multi-national, & nationally high morale is sustained
  • 36.
  • 37.
    www.orgcmf.com/bok Some Assessment ConfigurationScenarios Also available are ODTI Special Configurations • Collaboration Maturity Index • M & A Due Diligence and Integration ODTI Services on request • Advisory • Training • OMI Deep Diagnostic Assessment • Custom Assessment Configuration Partners • Consulting & Advisory • Change & Improvement Prog. Mgmt. • Assessment Config. & Management
  • 38.
    www.orgcmf.com/bok • Ahlback, K.,Fahrbach, C., Muraka, M. and Salo, O. (2017). How to Create an Agile Organization. McKinsey October Bulletin. https://www.mckinsey.com/business-functions/organization/our-insights/how-to-create- an-agile-organization?cid=other-eml-alt-mip-mck-oth- 1804&hlkid=cb740e6503604e9795850bcde63b7bc9&hctky=1649573&hdpid=46316da6-dbee-4830-8f79- c420d88dcad4 • Burgelman, R. A. (2004). Strategy as Vector and the Inertia of Coevolutionary Lock-in. In M. J. Tushman and Anderson, P. (Eds.), Managing Strategic Innovation and Change: A collection of readings. Oxford. pp. 577- 604. • Burnes, B. (2017). Managing Change. UK: Pearson Education. • Hamel, G. and Zanini, M. (2018). The End of Bureaucracy. Harvard Business Review, Nov-Dec., 50-59. https://hbr.org/2018/11/the-end-of-bureaucracy • Liñán, F. and Fernandez-Serranno, J. (2014). National Culture, Entrepreneurship and Economic Development: Different Patterns across the European Union. Small Business Economics, 42, (4), 685-701. doi:10.1007/s11187-013-9520-x • Spain, S., Harms, P., and Wood, D. (2016). Stress, Well-Being, and the Dark Side of Leadership. Research in Occupational Stress and Well-being, 14, 33-59. • Tripsas and Gavetti (2004). Capabilities, Cognition, and Inertia: Evidence from Digital Imaging. In M. Tushman and P. Anderson (Eds.), Managing Strategic Innovation and Change. NY: Oxford University Press. References
  • 39.
    www.orgcmf.com/bok Next Webinar 29thApr. 2020 at 14.00GMT The Emotional Dynamic – Going beyond Emotional Intelligence to optimize Motivation
  • 40.

Editor's Notes

  • #4 Just a little background on who we are. The Organisation Development Tools Institute is focused on research, knowledge and tools to improve organisation change and transformation. Change program failure rates are in excess of 70% according to most analysts, next generation tools and techniques reduces these failure rates. CL1 Declan Engineer by background, worked with entrepreneurial start-ups and MNCs in technology sector. Many years in Equipment Engineering, Automation and manufacturing. Led transformations in several organisations. CL2 Myles An expert in Organisation Psychology and Change, Leads both academic and applied Research and Author of Dynamic Systems Maturity Theory. CL3 Our Innovation partners are EI & DCU (Next Slide 4)