LP737-L1 week 8

Hi Everyone!

In this week's discussion board, we explore how organizational structure, culture, and lifecycle stages shape effectiveness and development in practice.  Click here for your quad assignment. (https://docs.google.com/spreadsheets/d/1Ul7Vod8xxB4O7FXuRCgp6GrmcKkmfDWs- vnHrNLh_7s/edit?usp=sharing)

In your live quad virtual calls, discuss the following (30-45 minute live video call):

Things to consider during this call.  Think critically about what the theorists are saying.  Be sure to incorporate readings in your discussion.

1.  Kegan & Lahey argue that most organizations have a hidden competing commitment that limits development.

What might be an example of a hidden competing commitment in an organization you know?

How does this undermine the idea of culture truly functioning as strategy?

2.  Reflect on the three dimensions: developmental aspirations, developmental practices, and developmental community.

Which of these is most difficult for organizations to authentically implement?

Where do you see partial or superficial adoption vs. full integration?

3. Quinn & Cameron highlight that effectiveness shifts (e.g., innovation - cohesion - efficiency - adaptability).

Which stage do organizations tend to overvalue today?

Activity E: Diagnose an Organization 7/12/2026

6 Points Possible

Add Comment

Details

Overview

We've explored LaLoux's take on how developmental levels or stages can appear in organizational culture. This assignment is an opportunity to go find an organization and see if you can determine at what level it is operating, using LaLoux's levels, then tell us about it--showing what level you think it demonstrates using some kind of evidence (either things you've found published or online, things you've heard from a reliable source, or things you've experienced). 

Sift through all the organizations you know about or could find out about and do the following:

1. Select an organization for which you can find some evidence that lets you guess at what level their culture might be operating. 

2. Describe the organization. 3. Explain what LaLoux level you think they are operating at, using the evidence you've gathered, and being sure also

to describe (in your own words) how the LaLoux level works. 4. Note: Avoid the organizations LaLoux uses as his examples and try to find your own!

Slide Format

1-3 slides in the [Shared Google Presentation] (link provided). Shared Google Presentation linked Here (https://docs.google.com/presentation/d/1s9tXByC2QSCb0dkrzjE5fcMLBhOqbpdo1a_fRb6E790/edit?slide=id.p#slide=id.p) IMPORTANT: Put your name on each slide  Design your slides creatively—use images, colors, or layouts that help convey something about your source or are just fun and expressive. Do not edit others’ slides—only add your own. Save a backup (e.g., screenshot) in case of accidental changes.

Guidance & Expectations

This is a chance to try your hand at assessing organizational culture a little bit — but as usual, no "perfect" answer exists, so feel free to take a little risk.  Start again like a curious private investigator—where are places you could find information about a company's culture? What organizations are you familiar with?  You may have thought of some companies immediately when you read LaLoux's level descriptions: that may provide you with a direction. There may be companies or organizations you have always followed (or conversely, avoided)? Those might be good candidates. Need help? Ask for feedback if unsure—we’re here to support you!

This assignment is meant to be low-pressure and engaging. Trust your insights—you know discover more than you think!

ASSIGNMENT: 6 POINTS TOTAL - to earn full points, follow the rubric below:

1.Select and describe an organization for which you can find some evidence that lets you guess at what level their culture might be operating. (1 points)

Clearly identifies and describes an organization in sufficient detail for the reader to understand the organizational context.

2. Explain what LaLoux level you think they are operating at, using the evidence you've gathered, and being sure also to describe (in your own words) the LaLoux level. (3 points)

Identifies what LaLoux level the organization is operating at Uses evidence to support the selection of the level  Describes the LaLoux level well enough that the comparison seems valid

3.  Discuss the relationship between the organization's LaLoux level and it's effectiveness. (1 point)

Is the organization's LaLoux level well matched to it's objectives? Is there a different level that might lead to greater effectiveness?

4. Extra Credit: Unexpected or unique answer (1 point)

Choice pleasantly shocks the teachers with its awesome creativity, unexpected location, uniqueness, or suitability (subjective grading on this one)

5. Creativity & Presentation (1 point)

Slides are visually engaging, well-organized, and demonstrate creativity in design (e.g., images, thoughtful layout).

View Rubric

Some Rubric

Criteria Comments Points

Select and describe an organization

view longer description

Comment /2 pts

Explain LaLoux level

view longer description Comment /3 pts

Extra Credit: Unexpected or unique answer

view longer description

Comment /0 pts

Creativity & Presentation

view longer description Comment /1 pts

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LP737 Week 8: Org Culture and Adult Development

Overview This week we shift our focus from individual development to organizations -- specifically how the structure and culture of organizations both influences and is influenced by the developmental levels of their members. We'll explore typical organizational structures and cultures associated with each developmental level, and also learn about "deliberately developmental organizations." We'll also begin exploring whether and how the developmental lens we have been using to study individuals can also be usefully applied to groups and organizations.

Readings Links to electronic versions of the required readings are in a Google folder here (https://drive.google.com/drive/folders/1XD6SloRnTuqTJodmx5tYXIa_0A3e-dZv?usp=sharing) .

Required

1. LaLoux, F. (2014) Chap. 1.1 “Changing Paradigms: Past and Present Organizational Models,” in Reinventing Organizations, pp. 13-36.

2. Kegan, R. & Lahey, L. (2016) An Everyone Culture: Becoming a Deliberately Developmental Organization (http://search.ebscohost.com.williamjames.idm.oclc.org/login.aspx? direct=true&db=nlebk&AN=1798416&site=ehost-live&scope=site&ebv=EK&ppid=Page-__-1) , “Introduction: Culture as Strategy,” pp. 1-10, and Chap. 1, “Meet the DDO’s,” pp.11-56. (Links to library for access to eBook)

3. Quinn and Cameron (1983), “Organizational Lifecycles and Shifting Criteria of Effectiveness,” Journal of Management Science, Vol. 29, No. 1, pp. 33-51.

4. Next Jump. (2016). Next Jump as a Deliberately Developmental Organization. [Video]. https://www.youtube.com/watch?v=rHnNRKU1tVM (https://www.youtube.com/watch?v=rHnNRKU1tVM)

Optional Reading

Bugenhagen, M.J. & Barbuto, J. E. (2012). Testing the Developmental Nature of Work Motivation Using Kegan’s Constructive-Development Theory Kegan, R., Lahey, L., Fleming, A., & Miller, M. (2014). Making business personal. Harvard Business Review, 92(4), 44-52.

Lectures and Videos

LP737 - L7v.3 - Organizational Culture and Adult Development.pptx (https://canvas.williamjames.edu/courses/10838/files/1004953/download?wrap=1) (https://canvas.williamjames.edu/courses/10838/files/1004953/download?download_frd=1)

Next Jump

Next Jump as a Deliberately Developmental OrganizationNext Jump as a Deliberately Developmental Organization

Watch on

Note: OK to skim last 30 minutes of this DDO video. [Note to the very observant: "Where's Bill?" in the first couple of the minutes of the video, if you look closely at the front row on the left side up right by the stage, you will see a big bald head. That is me!! :) Next to me is a blond haired guy with reading glasses on his head -- Peter Senge. My oh so brief brush with greatness!! :) Dave was also present but out of the frame, sadly.]