DISCUSSION POST
bigcabbage
CHAPTER6CULTUREANDCHANGE2.pptx
Culture and Change
Steven H Kim
Culture
“way things are done around here”
“attitudes and behaviors”
NORMS
Culture REINFORCES beliefs (over time)
Underlying CONVICTIONS and VALUES
NOT NECESSARILY the STATED VALUES
CUES or CLIMATE (“how one should behave”)
6 Ways in which Cultures EVOLVE
GENERAL evolution
SPECIFIC evolution
GUIDED evolution
PLANNED or MANAGED culture change
PARTIAL or TOTAL cultural destruction
Why Culture Change
COPE, SURVIVE, ADAPT, FIT
Should not be ‘EVERYTHING IS BAD’ mentality
Build on STRENGTHS
NEED FOR CHANGE HIGHLIGHTED thru…
SENIOR MANAGER
DECREE – “we need culture change”
RECOGNITION
That the existing culture is HINDERING CHANGE
DESIGNED CHANGE MANAGEMENT
Is present culture ALIGNED to change effort
Assessments , Frameworks, Profiles
Thoughts on ASSESSMENT EFFORTS
SCAN THE ENVIRONMENT : S. W. O . T
Deep embedded ATTTITUDES and BEHAVIORS surface when you try to change
Deeper core issues: ORGANIZATIONAL IDENTITY , VALUES, BELIEFS
Reinforced
Rituals
Ceremonies
Symbols
Traditions
SOCIAL COHESION reinforces culture
Heros
Stories
Harrison & Handy
Saw that you can categorize organizations by
CENTRALIZED or DISTRIBUTED control
FORMAL or INFORMAL
4 categories
TASK
ROLE
PERSON
POWER
Power
High Formalization
Low Centralization
POWER IN THE HANDS OF A FEW
QUICK DECISIONS
LOW BUREAUCRACY
CAN BECOME TOXIC
ENTREPRENEURIAL BUSINESS (SMALL)
ROLE
High Formalization
High Centralization
MANY RULES
HIGHLY CONTROLED
EVERYONE KNOWS THEIR “ROLE” OR “PLACE”
LONG CHAIN OF COMMAND
SLOW DECISIONS
RISK ADVERSE
BUREACRATIC
BIG BUSINESS, ORGs, COMPANIES, FOUNDATIONS, HOSPITALS
TASK
Low Formalization
High Centralization
Teams for problem solving , PROJECTS
TASK IS MOST IMPORTANT
Team dependent
PROJECT MANAGEMENT
PERSON
LOW CENTRALIZATION
LOW FORMALIZATION
Individuals
Feel superior, unique
Can be COLLECTION of INDIVIDUALS working for ORG.
Academic Professionals, firms with PROFESSIONALS (i.e. accountants, lawyers, REAL ESTATE FIRM)
Cameron & Quinn (2011): “COMPETING VALUES FRAMEWORK”
First DIMENSION
INTERNAL ORIENTATION
EXTERNAL ORIENTATION
Second DIMENSION
STABILITY
FLEXIBILITY
4 CATEGORIES
CLAN
HIERARCHY
ADHOCRACY
MARKET
CLAN
INTERNAL
FLEXIBLE
PIXAR
JAPANESE companies
HIERARCHY
INTERNAL
STABLE
Government
McDonald’s
ADHOCRACY
EXTERNAL
FLEXIBLE
MARKET
EXTERNAL
STABLE
XEROX
Cameron and Quinn
Tensions created by DIMENSIONS
Do we stay
Outward or Inward
Controlling or flexible
MANY ORGANIZATIONS have ELEMENTS of each DIMENSIONS
Frameworks and Profiles
POSITIVE
Make sense of organization
If undergoing assessment, it means they are SERIOUS ABOUT CHANGE
Increase SELF AWARENESS
NEGATIVE
Some believe CULTURE CANNOT BE MEASURED (Schein)
Can be SURFACE LEVEL
Can lead to LABELING
Values
Values : Key to Understanding Culture
Beliefs, values, ideals SHARED BY MEMBERS
Influences BEHAVIOR and ATTITUDES
Its their COMPASS especially during DIFFICULT TIMES
Schein states:
Values ORGINATED W FOUNDER and SENIOR LEADERS
STRUCTURED THE ORGANIZATION
BEHAVIORS FOLLOWED
SUCCESS REINFORCED VALUES
BOURNES & JENKINS (2013) : 4 Value Types
ESPOUSED
What senior leader STATES
ATTRIBUTED
How people DESCRIBE those values
SHARED
Shared values of SMALLER UNITS
ASPIRATIONAL
In an IDEAL WORLD what everyone would embody
Core values are not necessarily Espoused
Do Personal Values have to MATCH Org. Values ?
IF ORG – INDIVIDUAL values FIT
Increase COMMITMENT
JOB SATISFACTION
Look for BEST FIT
MISFIT can cause EMOTIONAL LABOR
LOOKED GOOD ON PAPER (ESPOUSED VALUES)
BUT NOT IN PRACTICE (CORE “REAL” VALUES)
Facilitating Culture Change
McKinsey 7s model
https://www.pinterest.ca/pin/515451119841650208/
McKinsey
DIANOSE
current INTERNAL STATE
ARTICULATE
desired FUTURE STATE
START
process for change
Johnson & Scholes (1999)
Cultural WEB – interconnected elements
Stories
Symbols
Power structures
Organization structure
Control systems
Ritual and routines
CENTER – PARADIGM: underlying ASSUMPTIONS = CULTURE
WHAT THE ORG. IS ALL ABOUT
CORE VALUES
CULTURAL WEB https://www.businessgrowthhub.com/blogs/2017/03/cultural-differences-the-importance-of-cultural-management-to-business-performance
Edgar Schein’s model of Organizational Culture
Role of Leaders
How Leaders can STIMULATE / REINFORCE CULTURE CHANGE
2006
Higgs
60 % of business performance attributed to CULTURE
80 % of CULTURE can be attributed to LEADER (behavior , attitude)
2014
UK poll
Only 1/3 of staff see their “managers” or leaders as ROLE MODELS
Primary
PAY ATTENTION controls, measures
REACTION to crisis
RESOURCE allocation
ROLE – MODELING values
TEACHING, COACHING
RECRUITMENT, PROMOTION, EXCOMMUNICATION
Secondary ( ineffective if no primary )
ORG STRUCTURE
ORG SYSTEMS and PROCEDURES
RITES / RITUALS
DESIGN (space, building)
STORIES
FORMAL STATEMENTS (creeds, charters, policies)
Gladwell (2000) TIPPING POINT 80/20 PRINCIPLE
Connectors
Mavens (info specialists)
Salesperson
HERRERO (2008): VIRAL CHANGE Behavior change leads to culture change
Uncover and articulate
SMALL SET OF NON NEGOTIABLE BEHAVIORS
IDENTIFY and REACH OUT
Well connected, influential employees
ON GOING
coaching and support to key employees
TRACK CHANGE
Tell “success” stories
Keys
STORYTELLING
Purposeful, organic
NUDGE
Subtle changes
Architecture
Meeting room
COMMUNICATION
People learn best from each other
Social media
Know the difference AUTHORITY vs INFLUENCE
