This document summarizes an organizational culture workshop that discusses how organizational culture is formed and impacts organizations. It defines organizational culture and outlines Edgar Schein's three levels of culture - surface manifestations, espoused values, and basic assumptions. The workshop also discusses assessing and measuring culture using surveys, focus groups, and interviews. Finally, it presents examples of levers that can be used to change organizational culture, such as developing leadership, improving communication, and encouraging innovation.

1. IQPC Summit Masterclass Organisational Culture Moving to a Process Led Organisation 14 June 2006

6. But it’s all Pink and Fluffy!…

9. Schein’s Three Levels of Culture Edgar Schein - 1985 Surface Manifestations and Artefacts Visible structures and processes (easy to see, harder to decipher) Espoused Values Strategies, goals and philosophies (espoused justifications)) Basic Assumptions Unconscious, taken for granted beliefs, thoughts and perceptions (ultimate source of values and actions)

19. Organisational Socialisation Deselect Richard T Pascale 1985 1. Careful selection of entry level candidates 2. Humility-inducing experience. Openness to accept norms and values 3. In-trenches training leads to mastery of core disciplines 4. Rewards and control systems designed to reinforce behaviours that are deemed pivotal in the market place 5. Adherence to values And reconciliation of personal sacrifices 6. Reinforcing folklore 7. Consistent role models

20. Yes, but it’s STILL Pink and Fluffy?

23. Typical Approach Assess “As-Is” Culture Survey Focus Groups Interviews Define Desired Culture Leadership Interviews Values Workshops Targets and Levers Development Plan Gap Analysis

25. Links Culture to Bottom Line… X

26. Performance Comparisons Weak Performing Companies Composite of Companies with ROI of 9% Strong Performing Companies Composite of Companies with ROI of 30%

29. Cultural Diagnostic Correlation between cultural traits and company performance, in terms of: product development, market-share, sales, quality, innovation and employee satisfaction. Focus Groups Gather information on cultural manifestations, including actions and behaviours, the working environment and the signs and symbols in it. Identify key change risks. Leadership Interviews Gather information on leadership style, and the behaviours that are currently rewarded in the organisation Desk Study Review of existing cultural / climate data, such as employee satisfaction survey. Survey should only be used in conjunction with a number of other complimentary inputs…

34. Using a blank diagram… Individually indicate how you think your organisation will score “AS-IS” Where would you like “TO-BE”

35. Denison also shows 2 Paradoxes … against 4 key organisational traits

36. Understanding the model – inherent tensions between traits Adaptability and Consistency Highly consistent cultures may become inbred and may be the most difficult to change. In contrast, highly adaptive cultures may have difficulty in achieving high rates of efficiency or shared sense of purpose often found in cultures that are well integrated Mission and Involvement The meaning and direction established by an organisation’s mission may limit the involvement of some of the organisation’s members. As many organisations have discovered, simply declaring a new organisational mission does not necessarily imply the support and commitment of the organisation’s members. By the same token, high involvement among an organisation’s members does not necessarily imply a clear sense of direction and purpose Effective Organisations The culture of an effective organisation must reflect all of these characteristics. Thus effective organisations are likely to have cultures that are adaptive, yet are highly consistent and predictable, and that foster high involvement, but do so within the context of a shared sense of mission.

37. Performance Profiles Mapping your organizational culture

43. Fons Trompenaars Egalitarian Hierarchical Person Task INCUBATOR Fulfilment-oriented Culture FAMILY Person-oriented Culture GUIDED MISSILE Project-oriented Culture EIFFEL TOWER Role-oriented Culture

47. Results Egalitarian Hierarchical Person Task INCUBATOR Fulfilment-oriented Culture FAMILY Person-oriented Culture GUIDED MISSILE Project-oriented Culture EIFFEL TOWER Role-oriented Culture 1A 2C 3D 1D 2B 3C 1C 2D 3A 1B 2A 3B

50. Case Study – Entire Organisation

51. Case Study – Business Units Business Unit A Business Unit B

53. [email_address] 14 June 2006