The CAIR model of how organisational culture fails explores four dimensions of pressure and looks at how this leads to rifts in trust and toxic behaviours. It's about the COST of belonging to a culture. We explore how these pressures form and look at the online diagnostic i've developed to let us structure conversations around culture and change.

1. The CAIR Model® of pressure
on organisational culture
Julian Stodd BSc (hons) MA
March 2014
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www.julianstodd.wordpress.com
@julianstodd
Copyright Julian Stodd 2013
An introduction and overview

2. Agenda
• Introduction
• Incremental Failure
• The CAIR Model
• Culture and Change
Copyright Julian Stodd 2013

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4. The creation of culture
• Culture is created in the moment
• It's more than just history
• It's fluid, changeable, both through conscious
choice and absent minded neglect
• In the Social Age, having a strong culture is central
to fostering innovation and creativity

5. Our relationship with culture
Copyright Julian Stodd 2013

6. Co-Creation
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7. The 7 strands of Co-Creation
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8. How we came to co-creation...
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9. The Social Age
• It's a time of constant change
• Social Technology has moved ownership of brand
into the community
• Organisations have to recognise this dual space:
internal and external, formal and social
• We can frame culture, but no longer own it

10. Culture and Technology
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11. Agile Organisations
• Recognise the ecosystem of the Social Age
• Understand why a strong culture is important
• Do what's right, not just what's legal
• Flex
• Embrace change: ensure nobody is left behind

12. Culture, Creativity & Innovation
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13. The CAIR Model®
Measuring pressure on Organisational Culture

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15. CAIR: Cost
• There's a cost of membership
• We have to understand how organisational behaviour fits our moral
framework (what's right, what's wrong)
• In a global business, are our ethical frames matched? (gender,
sexuality, reward, cooperative/collaborative/hierarchical)
• There's a relationship between organisational and national culture:
are we comfortable with it? (e.g. American and English businesses)
• By aligning ourselves with an organisation now, we are doing so at
the cost of some future options (stability, fairness, development
paths)

16. CAIR: Aspirations
• Who is the person you aspire to be?
• How does 'who you are' match against this, and how much of
that is about the culture you co-create and inhabit?
• Does your desire for security unbalance your aspirations?
• Are you proud of where you work and what you do? (Tobacco
companies, Banks, Armed Services, Payday loans etc
• What happened to your dreams? Are you living them, or has
circumstance chased them away?
• Are you building your future or surviving in your present?

17. CAIR: Investment
• We invest our time in our work. Is it worth it? What's the cost?
• We work hard: but is it in the right areas? Where is the friction
building?
• Our integrity is on the line in social spaces: when
organisational cultures fail, we pay a personal price.
• We invest our 'selves' in our culture: it's hard to say, after the
event, 'i was just following orders'.
• Investment is about more than money: it's about what we put
in and what is given back

18. CAIR:Reward
• We think first about money: the trade off is our time
for hard cash
• But there's more at play: our reputation
• Belonging to an organisational culture affects our
overall status in society: with either positive or
negative implications
• We are rewarded with future potential: not all
reward is synchronous

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21. The signs of sickness
• Slow transition to place of discomfort (e.g.
sexualised clothing for young children)
• Mismatch with prevailing views of society (e.g. zero
hour contracts
• Formation of retro cliques (homophobia and racism
in the Met)

22. Or just cultural difference?
• Women shouldn't drive
• Homosexuality is bad
• Christianity is best
• it's ok to make jokes about John because...
• I didn't mean it like that...

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24. Incremental Failure
• Culture has failed when it's easier to join in the
laughter than to challenge why we are laughing
• Culture doesn't fracture suddenly: it fractures
through permission
• Elements remain coherent whilst the rifts expand
• We may remain aligned with certain stakeholders
whilst becoming distanced from others

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26. Stretching and snapping
• Internal tensions distance us ever further from the
person we aspire to be
• Pressure may build in one or multiple dimensions
• Pressure will build differently for different members of a
culture and community
• Rifts provide permissive spaces for toxic behaviours
• Rifts provide safe spaces for unhealthy decisions to be
made

27. The CAIR Diagnostic
• Provides a structured framework for conversations
• Runs through each of the pressures to make the
hidden, explici

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30. How should culture work in
the Social Age?
• Framed, co-created and co-owned
• Regulated through the co-creative pressures,
through legislation and aligned with social values

31. The Socially Responsible
Business
Copyright Julian Stodd 2013

32. The goal? Socially
Responsible Business
• Forms a social contract between employee and
organisation, which it's able to deliver upon
• Has a culture that is fair and equal
• Values learning. Values diversity
• Is magnetic to talent
• Is fit for the Social Age
• Is agile

33. Copyright Julian Stodd 2013

34. STAY IN TOUCH
• @julianstodd
• www.julianstodd.wordpress.com
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• www.SeaSaltLearning.com
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• All materials © Julian Stodd under a Creative
Commons license