Organizational Behavior Quesitions

OrganizationalBehavior_Session6-IntroductiontoOrganizationalCulture_Spring2021v1.pptx

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- Organizational Behavior - Assessing structure, culture, leadership and team dynamics to improve organizational effectiveness

Session 6 - Introducing Organizational Culture

Spring 2021

Version 1

Session 6 - Introduction Organizational Culture

Objectives:

Review of feedback from presentations

Discuss culture and the link to organizational performance

Discuss the challenges in defining it usefully

Discuss culture and the link to structure, as a way of defining roles, responsibilities, ’ways of being’ and ‘acting’

Reintroduce personality as a way of linking culture to structure to environment and understanding how to differentiate it the different types

Agenda:

Review feedback from last week, discuss quiz

Discuss Culture and Challenges of Definitions

break

Discuss personality and culture

Discuss the core Cultural analytical framework

Discuss HW Assignments

6:00 - 6:15 pm

6:15 - 6:45 pm

6:45 - 7:15 pm

7:15 - 7:30 pm

8:00 - 8:30 pm

Next week:

Quiz opens next week after class

Deeper dive on prep for HW presentations, explore more fully how we apply the methodology to the companies we are studying

Discuss ’team articles’

8:15 - 8:30 pm

introduction

course calendar

organizational behavior

structural assessment

symbolic (cultural) assessment

political (leadership) assessment

resource (team) assessment

Overview of Sessions and Assignments

This is an organizational assessment ‘consulting methodology’, to help you better ‘see’, design and manage teams and organizations

Each session builds on the other to lead to a comprehensive executive presentation presenting findings, conclusions and recommendations

We are learning a methodology for understanding, defining, improving, innovating and managing teams and organizations

Organizational Behavior - Course Structure

The Advantage; Building a Cohesive Leadership Team

The Advantage;

Over-Communicate Clarity

The Advantage;

Create Clarity

The Advantage; Reinforce Clarity

Stewardship: Choosing Service over Self-Interest

The Icarus Deception

Reframing Organizations: The Structural Frame

Reframing Organizations: The Human Resource (Team) Frame

Reframing Organizations: The Symbolic (Culture) Frame

Reframing Organizations: The Political (Leadership) Frame

The Purpose of Organizations - Service

The Purpose of Organizations - Creativity

Organizational Focus and Purpose

Assess the Purpose

Course Structure - Methodology

Assess the Formal Structure

Assess the Informal structure

Assess the Leadership

Philosophically we approach the discipline like a consultant. How do we describe an organization in a way that we can understand enablers and disablers of performance? How do we develop a point of view on what works and what can be improved?

Philosophically - the HW Assignments assume that you are not necessarily trying to change a large organization but to help the team you are managing to be better performers - better at fulfilling their purpose

HBS on Teams: Building Your Team’s Infrastructure

HBS on Teams: Building Close out Your Team

HBS on Teams: Building Manage Team Process

HBS on Teams: Building Manage Team Conflict

Organizational Assessment and Development

Teamwork Assessment and Development

Philosophically - the discussion forums help us to understand the focus and purpose of organizations

The Knowledge Creating Organization

The Focus of Organizations - Knowledge Creation

The Advantage- Organization Health

The Focus of Organizations - Health and Alignment

Assessing Structure

Assessing Capability

team-based

individual-based

Individual Self-Awareness and Personal Mastery

Please Understand Me II

Foundational Element to Better Understand and Assess Organizational Effectiveness

Philosophically - this book helps us to understand how to develop better self awareness and leverage it for better ‘other awareness’ to develop more proactive strategies for developing leaders and managing teams

Advanced applications to leadership, team development and management

Strategy

Structure Alignment

Structure

Culture Alignment

Culture

Leadership

Alignment

Leadership

Team

Alignment

Organizational

Behavior

Alignment Drives Effectiveness

Re-alignment ensures sustainable success

Structure

Leadership

Team

Culture

Effective Organizations are Aligned with the Needs of their Environment

and create and manage tension

Overview of course

Organizations as interconnected teams which operate most effectively when there is close alignment between strategy, structure, culture, and leadership

Ongoing and evolving External and Internal (P.E.S.T. and S.W.O.T.) changes require continual adjustment and realignment

Organizational Behavior Alignment Model

How are we designed

How do we act

Create tension

Manage tension

Quiz 1

Assessment of Formal Organizational Structures

organizational behavior

structural assessment

symbolic (cultural) assessment

political (leadership) assessment

resource (team) assessment

Quiz 1 - Assessment of Formal Structures

Open book

Take - home

Timed 1 1/5 hours

Three short answers - 4-5 paragraphs each (1½ pages)

Reflections on lessons learned

Questions:

What are the essential elements of organizational structure and how are they impacted by industry conditions?

30 pts.

What are the essential elements of elements of the integrated Quinn/ Keirsey Culture model? How does it align with industry structure?

30 pts.

What are the key lessons that you learned about the environment/strategy/structure assessment of the organization that you studied?

40 pts.

Review of presentations

Process Technology Standards

Administrative Support

Management Control

Leadership

Marketing/ Sales

Product Development

Operations/ Distribution

Customer Support

Organizational Structural Components

Understanding the Journey to evolve alignment with needs (output), work (process), skills (competencies) with the requirements of the environment (industry)

Re-imaging Mintzberg’s Model of Organizational Structure

These components are present in all organizations (including not-for-profits)

We need to work together - to organize to accomplish objectives

We need to figure out the best way to work together

Agree on what to do and how to do it how to coordinate

The key challenge is uncertainty, we don’t know what to do, how to do it, who to work with

Set direction

Define Need

Define Solution

Deliver Solution

Support Deliver

Set work standards

Control Work

Support Work

Ways to deal with uncertainty:

tell me what to do

let me figure out what to do

collaborate me on what to do

Output

Process

Task Skill

Mintzberg’s Fives

Strategic apex

Middle management

Operating core

Technostructure

Support staff

Technology-based Structure

(leader-led)

Product-Based Structure

(centralized support for common functions)

Market-based Structure

(divisions - centralized support for specialized functions)

Hierarchy based Structure

(functions - centralized management for all functions)

Function-based Structure

(functions - de-centralized management for all functions)

Product/need Alignment Certainty

Process/solution Alignment Certainty

time

Output-based Uncertainty Reduction

Work-based Uncertainty Reduction

Skills-based Uncertainty Reduction

Competency/skill Alignment Certainty

Leverage existing work/skills to pivot to new markets

Leverage new ideas about work/skills to enter new markets

Climbing a mountain not a ladder

Different Parts of the Organization Follow Parallel not Synchronous Paths

Uncertainty Reduction Makes Coordination and Control easier - working together easier

Pivot to Process-based Success

Pivot to Product/Market-based Success

Reimagining the Mintzberg ‘Fives’

Simple Structure

Machine Bureaucracy

Divisionalized Form

Adhocracy

Professional Bureaucracy

Managing the tension between standardization and specialization

The Industry Life Cycle and the Value Disciplines Model

Start-up to growth

Growth to shakeout

Shakeout to maturity

Each stage requires a different structure and culture (and leadership style and team development and support structure)

Guardians

(protect)

Artisans

(build)

Increasing

Convergence

Increasing

Convergence

inflection point

Creating disharmony and tension (through structure and culture design) can help to create resilience and anti-fragility (which is managed through leadership and team)

Slide 7

The Advantage; Building a Cohesive Leadership Team

Reframing Organizations: The Structural Frame

Ch’s 3-5

HBS on Teams: Building Your Team’s Infrastructure

Organizational Assessment and Development

Teamwork Assessment and Development

Slide 5

Slide 6

Organizational Structural Assessment

Team Process Application and Reflection

Reflections on Readings

Complete a team assessment

Slide 8

Reflections on Experience

Slide 1 - Context

Company, industry, age, size

Reason for selection

Industry life cycle position

Current/trending performance

Key successes

Key issues

Slide 2 - Literature review

Why is organizational structure important

What are the core components

What are the factors which help to define a structure that is effective at achieving its goals

Slide 3 - Organizational Assessment

Conduct a PEST and SWOT assessment

What is the current strategy of the organization

What is the current state of the industry and the implications for the organization

Slide 4 - Recommendations for Improvement

Describe the current organizational structure

Assess where there is good/bad alignment between environment/strategy and structure

Make and justify recommendations for improvement using the DICE and SMART approach

Refer next two slides

Develop a team charter

Presentation expectations - everyone presents - approximately 1-2 minutes per slide - 10-15 min/team

Culture in Action

Organizational Culture in Action

What makes some groups great?

The Eagle Group’s Sources of Success

Why do some groups produce extraordinary results while others produce little or nothing?

Play, spirit, and culture are at the core of peak performance

Sources of Cultural Success

How someone becomes a group member is important

Diversity provides a team’s competitive advantage

Examples, not command, holds a team together

A specialized language fosters cohesion and commitment

Sources of Cultural Success (II)

Stories carry history and values and reinforce group identity

Humor and play reduce tension and encourage creativity

Ritual and ceremony lift spirits and reinforce values

Sources of Cultural Success (III)

Informal cultural players make contributions disproportionate to their formal roles

Soul is the secret of success

Conclusion

Symbolic perspectives questions traditional views on team building

The right structure and people are important, but not sufficient

The essence of high performance is spirit

Banishing play, ceremony, and myth would destroy teamwork, not create it

Team building at its heart is a spiritual undertaking: Peak performance emerges as a team discovers its soul

Organization as Theater

Dramaturgical and Institutional Theory

DiMaggio and Powell, “The Iron Cage Revisited . . .”

Organizational Structure as Theater

Organizational Process as Theater

Organizational Theater

Theater plays to both internal and external audiences

A convincing dramaturgical performance reassures external constituents, builds confidence, keeps critics at bay

Drama may have happy endings (like Polaris case) or tragedy (like Hurricane Katrina)

Dramaturgical and Institutional Theory

Dramaturgical theory: Internal focus (organizational participants as players in a drama)

Institutional theory: External focus on how organizations project images to external audiences

“Institutionalized organizations” focus more on appearance than performance

When goals are ambiguous and performance hard to measure, organizations maintain stakeholder support by staging play that conforms to audience expectations

DiMaggio and Powell “The Iron Cage Revisited . . .”

“Isomorphism”—process of becoming similar to other organizations in the same “organizational field”

Coercive isomorphism—organizations become alike because of law, regulation, or stakeholder pressure

Mimetic isomorphism—organizations become more alike by copying one another

Normative isomorphism—organizations employing the same professionals become similar because the professionals have similar values and ideas

Organizational Structure as Theater

Structure as stage design: Makes drama vivid and credible

Reflects and expresses current values and myths

Public schools reassure stakeholders if . . .

Building and grounds look like a school

Teachers are certified

Curriculum mirrors society’s expectations

Colleges judged by:

Age, endowment, beauty of campus

Faculty student ratio

Faculty with degrees from elite institutions

Organizational Process as Theater

Activities often fail to produce intended outcomes, yet persist because they help sustain organizational drama:

Scripts and stage markings cue actors what to do and how to behave

Opportunities for self-expression and forums for airing grievances

Reassurance that organization is well-managed and addresses important problems

Organizational Process as Theater (II)

Meetings as “garbage cans”

Attract unpredictable mix of problems looking for solutions, solutions looking for problems, and people seeking chances for self-expression

Planning as ceremony to maintain legitimacy and reinforce participants’ bonds

Plans are symbols that become games, excuses for interaction, advertisements

Organizational Process as Theater (III)

Evaluations

Often fail to improve performance and identify strengths and weaknesses

Ceremony to signal organization is well-managed and cares about performance improvement

Collective Bargaining

Public face: intense, dramatic

Private face: backstage negotiation, collusion

Power

Exists in eye of beholder—you are powerful if others think you are

May be attributed based on outcomes

Conclusion

Organizations judged by appearance

The right drama:

Provides a ceremonial stage

Reassures stakeholders

Maintains confidence and faith

Drama serves powerful symbolic functions

Engages actors in their performances

Builds excitement, hope, sense of momentum

Organizational Skills and Culture

Organizational Symbols and Culture

Symbolic Frame Core Assumptions

Organizational Symbols

Geert Hofstede, Culture’s Consequences in Work-Related Values

Organizations as Cultures

Core Assumptions of Symbolic Frame

Most important—not what happens, but what it means

Activity and meaning are loosely coupled

People create symbols to resolve confusion, find direction, anchor hope and belief

Events and processes more important for what is expressed than what is produced

Culture provides basic organizational glue

Organizational Symbols

Symbols reveal and communicate culture

Myths: Deeply rooted narratives that explain, express, and build cohesion

Values: What an organization stands for and cares about

Organizational Symbols (II)

Vision: Image of future rooted in core ideology

Heroes and Heroines: Icons and living logos who embody and model core values

Stories and Fairy Tales: Convey information, morals, values, and myths vividly, memorably, convincingly

Ritual: Repetitive, routinized activities that give structure and meaning to daily life

Ceremony: Grand symbolic occasions

Organizational Symbols (III)

Metaphor, humor, play: Indirect approach to issues that are too hard to approach head-on

Metaphor: Compress ambiguity and complexity into understandable message

Humor: Illuminate and break frames

Play: Relax rules to explore alternatives, encourage experimentation and flexibility

Geert Hofstede, Culture’s Consequences in Work-Related Values

Culture: “Collective programming of the mind that distinguishes one human group from another”

Dimensions of national culture:

Power distance: How much inequality between bosses and subordinates?

Uncertainty avoidance: Comfort with ambiguity

Individualism: How much value on individual versus group?

Masculinity-femininity: How much pressure on males for career success and workplace dominance?

Organizations as Culture

Organizations have cultures or are cultures?

Definitions of culture:

Pattern of shared basic assumptions that group has learned as it solved taught to new members (Schein)

“How we do things around here”

Culture both product and process

Embodies accumulated wisdom

Must be continually renewed and recreated as newcomers learn old ways and become teachers

Managers who understand culture better equipped to understand and influence organizations

Conclusion

In contrast to traditional views emphasizing rationality and objectivity, the symbolic frame highlights the meta-rational and tribal aspects of contemporary organizations.

Symbols help us make sense of ambiguous and confusing realities

Culture as basic organizational glue, the “way we do things around here”

Symbols embody and express organizational values, ideology

Team Homework

Assignment 2

Organizational Cultural Assessment and

Reflection on Team Process Managements

organizational behavior

structural assessment

symbolic (cultural) assessment

political (leadership) assessment

resource (team) assessment

Readings:

Culture defines success

We can formally describe, design and align culture with structure and strategy

Understanding corporate culture is critical to organizational success

Study questions:

What is ‘culture’? How would you specifically define it? Why is it so important?

What is the ‘Competing Values Framework’? How would you describe each culture type? What are their distinguishing characteristics?

How do artifacts and symbols come to recognize and embody culture?

What do they say about expectations and what constitutes good vs. bad behavior?

Culture is the tacit social order of an organization: It shapes attitudes and behaviors in wide-ranging and durable ways. Cultural norms define what is encouraged, discouraged, accepted, or rejected within a group. When properly aligned with personal values, drives, and needs, culture can unleash tremendous amounts of energy toward a shared purpose and foster an organization’s capacity to thrive.

What is ‘culture’? How would you specifically define it? Why is it so important?

Defining Culture

If we really want to decipher an organization’s culture, this author claims that we must dig below the organization’s surface — beyond the “visible artifacts” — and uncover the basic underlying assumptions

Organizational culture is the pattern of basic assumptions that a given group has invented, discovered, or developed in learning to cope with its problems of external adaptation and internal integration, and that have worked well enough to be considered valid, and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.

Defining Culture: A Formal Definition

Culture and Alignment

Culture facilitates integration

Personality refers to individual differences in characteristic patterns of thinking, feeling and behaving.

MBTI and Keirsey

SP’s - Artisans are concrete and adaptable. Seeking stimulation and virtuosity, they are concerned with making an impact. Their greatest strength is tactics. They excel at troubleshooting, agility, and the manipulation of tools, instruments, and equipment. They care about the result more than the process for getting the result. They are the salespeople, entrepreneurs, doctors, artists, solutions architects, product developers

SJ’s - Guardians are concrete and organized (scheduled). Seeking security and belonging, they are concerned with responsibility and duty. Their greatest strength is logistics. They excel at organizing, facilitating, checking, and supporting. They care more about the process than the output of the process. They are the accountants, operations managers, nurses,

NF’s - Idealists are abstract and compassionate. Seeking meaning and significance, they are concerned with personal growth and finding their own unique identity. Their greatest strength is diplomacy. They excel at clarifying, individualizing, unifying, and inspiring. They care more about the people than the output or the process.

NT’s - Rationals are abstract and objective. Seeking mastery and self-control, they are concerned with their own knowledge and competence. Their greatest strength is strategy. They excel in any kind of logical investigation such as engineering, conceptualizing, theorizing, and coordinating. They care more about the system (people, process, outputs), how it is designed, whether it is fulfilling its purpose

get the right results

protect the process

protect the people

challenge the system

Main Focus

(and unintended bias)

Tactics

Logistics

Diplomacy

Strategy

The four core skills

The two interaction tendencies

telling

asking

The two conflict tendencies

fight

flight

The two outlook tendencies

realistic

futuristic

pessimistic

optimistic

The two collaboration tendencies

individual

group

What do I like to do?

Where do I prefer to spend my development time?

What kind of job do I like?

How do I tend to ‘craft’ the jobs I have?

How do I prefer to work with others?

The four relationship tendencies

Foundational elements of personality - what drives what we think is important

Keirsey – chapter 2

Word Usage – Speaking - Describing

Seeing Temperament through how people interact through the world

They interact in two ways.

They speak and they act

abstract – seeing/describing – theories/possibilities orientation

concrete – seeing/describing – details/practicalities orientation

Tool Usage – Acting – Doing

cooperatives – doing cooperatively - focus on collaboration – process orientation

utilitarians – doing individually - focus on methods – details/practicalities orientation

Seeing

Doing

Possibilities

Realities

Process

(mutual effort)

Output

(individual effort)

What I observe

What it means

You prefer either seeing realities or possibilities

You prefer process or output

It defines what you see as important (culture)

and

How you choose to develop yourself (capability)

Keirsey – chapter 10

Tactics – focus on achieving specific ends

Logistics – focus on coordinated action

Diplomacy – focus on relationships

Strategy – focus on planning

Different strengths (intelligence)

Seeing

Doing

Possibilities

Realities

Process

(mutual effort)

Output

(individual effort)

What do I think is important?

How have I developed myself?

What am I good at?

What have I neglected?

Where do I have a blind spot?

Process is important

Outcomes are important

People are important

Purpose is important

I am a diplomat

I am a strategist

I am a logistician

I am a tactician

Culture (mindset, what I think is important) and

Capability (skills, how I have tried to develop myself) are intimately linked

Strengths – what I have chosen to focus on and develop

Blind spots – what I have (unintentionally) chosen to deprioritize and ignore

P’s – take your time get it right

J’s – be quick and efficient

40-45%

35-40%

5-10%

15-20%

N’s -Time is less a focus getting the big picture right is more important

tell

fight

ask

flight

relationship

task

Maslow's Hierarchy

Gallup’s Q12 Engagement Hierarchy

Integrating

The lower half are the ‘core cultural’ requirements

They should be the same across all companies and at all stages of the industry life-cycle

The upper half are the ‘specialized cultural’ requirements

They need to be the different across at each stage of the industry life-cycle for the organization to survive and be successful

Basic needs vs self-actualization

What do I need to be productive

How do I want to work to realize my purpose

Understanding culture

Culture as the ‘unwritten’ rules about expected work focus and support vs. structure which is written

read here

Study questions:

What is ‘Maslow’s Hierarchy” and why is it important?

What is the ‘Gallup Q12 Engagement Hierarchy’ and why is it important

The lower half are the ‘core cultural’ requirements

They should be the same across all companies and at all stages of the industry life-cycle

The upper half are the ‘specialized cultural’ requirements

They need to be the different across at each stage of the industry life-cycle for the organization to survive and be successful

Basic needs vs self-actualization

What do I need to be productive

How do I want to work to realize my purpose

Understanding culture

Culture as the ‘unwritten’ rules about expected work focus and support vs. structure which is written

Individual Basic Needs

Growth and Teamwork

Core Culture

Specialized Culture

Have we taken care of basic needs

Have we aligned with our environment

Quinn’s Competing Values Model

Drivers of Culture

Manifestations of Culture

Formalizing Culture

Integrating Keirsey with Quinn

Adhocracy

Market

Hierarchy

Clan

Artisan-based Culture

Guardian-based Culture

“focus on self”

“focus on product”

“focus on group”

“focus on process”

Idealists

“focus on system”

“focus on strategy”

“focus on relationships”

“focus on community”

Collaborate

(Do things together)

Control

(Do things right)

Create

(Do things first)

Compete

(Do things fast)

Focus on incremental process improvement

Focus on short-term market performance

Focus on breakthrough products

Focus on long-term skill development

External

Internal

Flexible

Focused

Technology-based Structure

Aligning Culture with Structure

Major Pivot

transition product/market success to process-based success

Major Pivot

transition process-based success to new product/markets

Pivot to Process-based Success

Pivot to Product/Market-based Success

Market-based Structure

Process-based Structure

Competency-based Structure

Minor Pivot

transition from product-based to market-based

Minor Pivot

transition from process-based to competency-based

and Rationals Lead Pivots

Adhocracy

Market

Hierarchy

Clan

Artisan

Guardian

“focus on self”

“focus on product”

“focus on group”

“focus on process”

Size of Industry

Maturity of Industry

Simple Structure

Adhocracy

Artisan

Guardian

Integrating Mintzberg, Keirsey with Quinn

Aligning Industry Growth Stage with Structure then Culture and Personality

Artifacts & Creations (Symbols)

Values

Basic Assumptions

Edgar Schein’s Model of Organizational Culture

growth and innovation

maturity and stability

Idealist

Rational

lead pivots

Simple Structure

Adhocracy

Divisionalized Form

Machine Bureaucracy

Professional Bureaucracy

Minor

Major

What we make it mean

How we represent what we believe

Where to look for underlying assumptions

What we ‘see’ and ‘hear’

Divisionalized Form

Market

Machine Bureaucracy

Hierarchy

Professional Bureaucracy

Clan

The specialized part of culture needs to evolve and align with the needs of the environment

Individual Basic Needs

Growth and Teamwork

Core Culture

Specialized Culture

Have we taken care of basic needs

Have we aligned with our environment

Dynamic Tension - because tension and disharmony can be good for you

We need to centralize to gain control

We need to de-centralize to understand local conditions

We need to standardize to simplify coordination

We need to specialize to create differentiation

We need to counterbalance the desire for harmony (and increasing fragility) with the benefits of tension (and the potential for uncontrolled conflict)

Structure

Artisans

Guardians

Rationals

Idealists

are we asking the right questions

are we involving the right people

Three sources of tension:

Structure

Culture

Communication

We need to ‘create’ tension (through culture and structure) then manage it productively (through leadership and team management)

Product-focus

Process-focus

Purpose-focus

People-focus

Culture

'we need to focus on improving our strategy’

'we need to focus on improving our processes’

'we nee to focus on improving our products’

'we need to focus on improving our people’

Artisan-centric

Guardian-centric

Rational-centric

Idealists-centric

Aligned but separate

Artisans and Guardians are ‘tell-oriented’

Rationals and Idealists are ‘ask-oriented’

Slide 3 - Assessment

Complete a culture gap assessment (refer next slide)

Identify position on industry life cycle curve

describe current culture

conclude culture fit/gap

describe implications

Organizational Assessment and Development

Teamwork Assessment and Development

Organizational Cultural Assessment

Slide 1 - Refine Context

Reestablish context

Company, industry, age, size

Slide 2 - Literature review

Describe Artisan vs Guardian Cultures using Schein’s Model

List Pro’s and Con’s of each culture

Slide 4 - Recommendation

where do they need to be

what do they need to do to reinforce or change

use Schein model

Assess challenges

The Advantage;

Create Clarity

HBS on Teams: Building Manage Team Process

Reframing Organizations: The Symbolic (Culture) Frame

Slide 7

Slide 5

Slide 6

Team Process Application and Reflection

Reflections on Readings

Complete a process assessment

Slide 8

Reflections on Experience

Refer next slide

Revise the team charter

Presentation expectations - everyone presents - approximately 1-2 minutes per slide - 10-15 min/team

Industry Life Cycle Stage

Start-up

Growth

Shake-out

Maturity

Dominant Organizational Structure

Dominant Organizational Culture

Dominant Organizational Personality

Professional

Machine

Division

Simple/

Adhocracy

Clan

Hierarchy

Market

Adhocracy

Guardian

Artisan

Basic Needs Support Assessment

Alignment Assessment

Parity

Leading

Laggard

Complete a specialized and core culture assessment

Where are there strong alignments and misalignments?

How do they manifest?

What are the implications?

What do you recommend and what impact would it have?

How are basic needs being met?

How do they manifest?

What are the implications?

What do you recommend and what impact would it have?

Directions:

Shade the boxes

Answer the questions

Specialized Culture

Core Culture

Individual Basic Needs

Growth and Teamwork

Core Culture

Specialized Culture

Have we taken care of basic needs

Have we aligned with our environment

L TDS

Individual Basic Needs

Growth and Teamwork

Interaction tendencies

Asking Telling