Understanding & Changing Organizational Culture

Organization culture What it is

How it works
How to change it.maybe

Popular cartoons are often blunt about what is seen in some organizational cultures

What is culture? What are the organizational indications of culture? How might you diagnose the health of a culture? How is organizational culture formed? How can culture be changed?

Levels of Change

Societal Culture Who we are, customs Organizational Culture The way we do things here Team Norms Whats (un)acceptable; This is what we do Individual Personality Values, beliefs, temperament, habits; Who I am

The Culture Iceberg: 90% hidden

Observable symbols, ceremonies, slogans, stories, dress, physical settings, decoration, etc. Shorter, easier to change
Level of conscious awareness

Values, beliefs, norms, customs, nonverbal behavior, etc.

Long term, difficult to change

Assessment of Corporate Culture (Schein): An anthropological approach

Norms Expected Behavior Standards Chain of command Wardrobe Languages Jargon terminology Folkways Customs Unconscious acts Shaking hands Arriving early Mores Subclass of folkways important to survival right-wrong behavior cheating on expenses Ceremonies & Rites Elaborate, planned events to celebrate values often dramatic in nature reinforce specific values create bond of common understanding anoint cultural heroes & heroines

Culture
Heroes & Heroines Personify values create role models intuitive & visionary ethic of creation not competition success attainable symbolize company standard of performance motivate employees

Myths Frequently told stories Based on true or imaginary events shared & told to newcomers

Symbols Events & things with special & deeply held meanings large office with window seating close to CEO

Survey/Data Feedback
Identify area of concern & associated beliefs & behaviors Involve system in survey selection or construction Gather data Analyze data to contrast practice and beliefs Present to OD group Use Reflective Learning Model to identify discrepancies explore interpretations consider interventions Implement & evaluate

Denison Organizational Culture Survey

Assessment of dimensions provides feedback on strengths, weaknesses, and implications for change

Force-Field Analysis for achieving a culture that promotes patient/client self-care in a general practice

Dont push the drivers

reduce the barriers!

Team discussion
1. Describe the artifacts of a work culture with which you are very familiar

2. What are the underlying values and culture that these artifacts represent?
3. What are the strengths and weaknesses of this culture? 4. Is there a gap between where the organization is and where it would like to be? 5. If you were to attempt culture change, how would you go about it?

Now the hard stuff (culture change)

Requires a damn good reason! to change Gap analysis is an important (if not essential) motivator Culture almost always wins over strategy Remove barriers, dont push the river There are usually revenge effects (unexpected consequences) It takes time (4-7 years)

The following slides are only examples of various approaches to describing culture

Approaches to Understanding Organizational Culture

Deal & Kennedys Corporate Culture Kilmann Saxton Culture Gap Survey Denison Organization Culture Survey Sonnenfeld & Peiperls Four Cultures Reimann & Weiners Shared Values Model Scheins Qualitative Assessment Hofstedes dimensions of Culture

Sample Culture Change Retreat

Kilmann-Saxton Culture-Gap Survey (actual vs. desired norms)

+ Improvement with greater task support (share information & help others) - Performance and morale improve with change toward less task support + more improvement with increased task innovation (make changes, encourage creativity) - performance and morale improve with less task innovation

Technical Concerns
Task Support

Task Innovation

Short Term
+ improvement with social relationships (participate, get to know people) - improvement with decrease in social relations (dont socialize as much)

Long Term
Social Relations Personal Freedom
+ increase personal freedom (more discretion in following rules)

Human Concerns

- performance/morale improve with decrease in personal freedom (live for organization & its values)

A Minus (-) score (unfilled bar) is a significant culture gap & indicates a desire for less of something. An unfilled bar can be a cultural barrier to organization success

Schneider Culture Model

Cameron & Quinn Model of Culture