PPT
orangepink
WEEK6.pptOrganisational culture collaboration and change
How might we collaborate to enable and empower change?
Week 6 Collaboration and change
Recap Week 5 Stakeholders -Reflective action learning Plan Do Check Act –Sports entertainment & Forcefield analysis & World café a process for stakeholder consultation
Culture and Culture Mapping
Facilitation, collaboration building a network of organisations with third party change agent
Review
Wk 1 -How sound are the underlying theories, methods and ideas on change, that managers and consultants adhere to?
Wk2 -Why is it necessary to consider complex contexts and cross-cultural dimensions in organisations during change?
Wk 3 -Why and how do employees’ experiences of participation influence their perceptions and response to change, the effectiveness of organisational change and the success of the change?
Wk4 -How, do we make sense of change and how do we respond to organisational change across the dimensions of cognition, affect and behaviour?
Wk 5-Why is it important to include perspectives of those people (stakeholders) who might be affected by the decision in the process of planning design and implementation of change?
Action learning and analysis of driving & resisting forces
PDCA
Force field
Week 6 focus question
How can a third-party change agent draw on a range of processes to facilitate collaborative change and embed a collaborative culture?
Applied to Wk 6 case
heatnetwork Crossover, St Margaret’s Community Trust, Somali Disability & Elderly Support Group, Comm-Pact, Worth Unlimited, Aim Higher Education Link and Our Community
Organisational Culture Textbook definitions
“A system of shared beliefs and values that guides behaviour ”
Wood et al. (2016)
“The soul of the organization”
Hellriegel & Slocum (2009)
Commonly known as…
“The way we do things around here.”
Schein’s 1990 definition
“(a) a pattern of basic assumptions,
(b) invented, discovered, or developed by a given group,
(c) as it learns to cope with its problems of external adaptation and internal integration,
(d) that has worked well enough to be considered valid and,
therefore
(e) is to be taught to new members as the
(f) correct way to perceive, think, and feel in relation to those problems.”
p.11
Our values: working at AUT
- When you work at AUT you join a community of change makers who understand the positive impact education has on individuals, communities and society.
- AUT is an aspirational place that attracts bright, positive and ambitious staff, and supports achievement.
- Our values – tika, pono and aroha (integrity, respect and compassion) – are at the heart of everything we do.
- Our integrity helps us do good work. We’re genuine, accountable and efficient, and people know they can trust us to stay true to our word.
- How we respond to each other makes a huge difference. That’s why we’re welcoming, helpful and kind, and always try to show each other compassion.
- Respect is at the core of how we work together. We’re collaborative, inclusive and open, and our staff value different viewpoints and challenge conventional ways of doing things; the same characteristics AUT graduates are well-known for. The outcome
*
Organisational culture iceberg
Structure
Language
Rituals & ceremonies
Stories & legends
Values
Assumptions/beliefs
McShane, Olekalns & Travaglione, 2010
The Levels of Culture
Schein, 1990
(a) Observable artifacts – e.g. physical layout, dress code, mission statement and other documents
(b) Values – what is important
(c) Basic underlying assumptions - e.g. We are the best, we will always make profits
Dress
(Law firm)
*
Factors contributing to changing organisational culture
1. Competitive pressures (e.g. may make the organisation more cost-focussed or innovative)
2. Changes in other aspects of the external environment
(Social, technological, economic, political/legal)
e.g. What may change is the need to now be ‘leading edge in technology; focused on environmental issues; embrace diversity)
3. Changes in ownership (e.g. mergers) and/or management
4. Organisational restructuring (new divisions, new departments, all with their own sub-cultures)
5. New reward systems (e.g. moving to pay for performance drives individual behaviour; move toward greater teamwork creates different relationships)
Sub-cultures and
counter-cultures
Each dept. or division has its own culture, which may be broadly in alignment with the organisational culture or run counter to it.
Sub-cultures
Can be based on:
- Department
- Gender
- Ethnicity
- Other factors: e.g. employee-centred, professional-centred, task-centred and innovation-centred
Palthe and Kossek, 2003
CULTURAL WEB
Johnson and Scholes –
http://www.strategyexplorers.com/whitepapers/Culture-Web.pdf
Paradigm summary of cultural elements
Stories and myths – past events narratives of internal and external critical events that have influenced thinking, feeling and acting in the organisation
Symbols – the visual representations logos office physical ambience way people dress in the organisation
Power structures –influences within the organisation and power where it is located ( department, function )
Organisation structures – the formal structure of the organisation – org chart formal contributions whose are highly valued?
Control systems – financial and quality awards & rewards
Rituals and routines –individual team departmental and organisational values the guide the way we work around here?
*
Cultural web
- Cultural web analysis is a way of analysing whether change is needed and where
- It helps identify the gaps / assumptions that guide organisations
- The web can identify current culture and desired culture
COLLABORATION
- according to the Cambridge English Dictionary:
“the situation of two or more people working together to create or achieve the same thing”.
Synonyms
Co-operation unite relationship
alliance unison unity formation co-operatively team work
Group work alongside jointly partnership association connections
Shaping a Collaborative culture
during uncertainty and change the heatnetwork case
- D’Souza (2019) was the 3rd party change agent reporting the reflective case
- sweeping cuts to public spending, the demise of local services
- marked increase in social upheaval
- chief executive officers (CEOs) from 7 culturally and economically diverse not-for-profit organisations based in Hodge Hill, Birmingham, UK, joined forces
- network based’ solutions to social and educational challenges heatnetwork (Crossover, St Margaret’s Community Trust, Somali Dis- ability & Elderly Support Group, Comm:Pact, Worth Unlimited, Aim Higher Education Link and Our Community)
- employed over 100 staff engaged 250 volunteers delivering more than 1000 activities to local population each year.
*
Loss of funding required
collaboration –diagnosis
- Risk of ‘survival of the fittest’ mentality in a scramble to save individual organisations
- Aimed to work collaboratively
- Funding provided for external consultant- Mr D’Souza
- Began with meetings with each CEO
- Unresolved tensions – 6-of the 7-faith based 3 Christian, 3 Muslim
- Lottery funding from gambling “haram”
- Christian vicar – corporate accountant empire building?
- Local politician – politically ambitious?
- Small orgs swamped by larger?Who would resolve conflicts?
- Vision to build a community in which people were empowered and supported to bring about positive change
- No process for developing behaviours and processes necessary to achieve the dream
Diagnosis
- opportunities and threats would need to be explored
- Board members -think strategically and to collectively agree upon risk
- Commitments towards sharing resources and capabilities would need to be in place
- How would tension within the group surface?
- If organisations with more resources demanded more reward, how could a sense of equality within the network be maintained?
- How might we support the harmonisation of both religious and cultural differences and manage expectations of 7 CEOs who were all used to ‘running their own shows’.
Theories applied to diagnosis
- Culture Hofstede, (2001)
Deviant behaviour Nair & Bhatnagar, (2011)
Proposition 1. The presence of high role ambiguity is a likely factor contributing to WDB in non-profit organizations.
Proposition 2. The existence of a loose form of structure is a likely factor contributing to WDB in non-profits.
Proposition 3. Poor accountability coupled with less punitive action is likely to contribute to WDB in non-profits.
.
Deviant behaviour Nair & Bhatnagar, (2011)
Proposition 4. The presence of individual-level factors such as high idealism, conscientiousness, positive affect, high commitment and identification, and high job satisfaction of members serves to mitigate WDB in non-profits.
Proposition 5. The existence of organizational factors such as strong role models, lower organizational control and surveillance, and ethical climate serves to mitigate WDB in non-profits
Change is inevitable -theory
- 7-step change theory framework (Lippet, Watson, & Westley, 1958)
*
COMMUNITY RESPECT –Reflected on TEAM ROLES
Belbin (1993)
Exploring the landscape –STEEP Analysis
SWOT Analysis
Collaboration not competition
Porters five forces (1977)
Resources and capabilities
Resolving tensions -Grant (1991)
- analysis of capabilities restricted to focusing on upon leveraging core competencies across organisations – skills, expertise, community knowledge
- deliberation – at times a little heated - allowed for the tensions associated with power struggles and secret agendas to surface discussion continued until passions weaned
- Used neuro linguistic programming –chunking controlling form abstract to specific
High performance teams
Tuckman & Jensen (1965)
Breakthrough at heatnetwork
- Coaching
- Team members worked speedily co-operatively reached consensus
- Two largest orgs acted as leads for funding applications
- Two largest monitored and administrated 10% compensation
- Expertise provided case by case
- Birmingham City provided new full time member of staff
- management and marketing covered and funded for the network
Defining objectives & testing assumptions
- Ongoing audits
- SWOT (strengths, weaknesses, opportunities, and threats)
- SMART CRITERIA (specific, measurable, attainable, relevant, timebound)
- Cartesian logic and questioning (Gaukroger, 2002)
What will happen if x happens, what will happen if x does not happen? What won’t happen if x happens? What won’t happen if x does not happen
One to one coaching
- for ironing out unresolved interpersonal challenges
- each board member completed Everything Disc ® Work of Leaders Profile was completed to assist board members to reflect upon their effectiveness as leaders across the three parameters of creating a vision, building alignment, and championing execution (of the vision)
- Focus on experiential learning and developing higher levels of emotional intelligence
8 step Kotter theory (1995)
REFLECTIONS ON heatnetwork
- People driven by vocation and a desire to make a difference was the critical success
- 7 CEOs demonstrated enthusiasm and commitment towards building a vision for the future
- use of management theory and frameworks proved extremely useful to stimulate debate
- Thinking was broadened transferring the responsibility to the Board
- Dealing with change at the level of culture was difficult –diversity and
- Needed more focus on establishing and harmonising the transcultural identity of the new network
- less structured informal time built into the delivery of group work (either through a series of whole day sessions or better still a residential) would have proven more beneficial
- six-month timeframe to complete the programme was short
- behavioural change takes time to embed
- Insistence to operate as facilitator rather than as a consultant is positive
