Uncovering organizational culture using LEGO Serious Play

1. Digging
in
the
Dirt
Unearthing
assump0ons
about
organiza0onal
and
team
culture
Ellen
Grove
/Agile
Partnership
Mike
Bowler
/Gargoyle
SoCware

2. Where
we’re
going
today…
Defining
culture
Diagnosing
my
team/
organiza0onal
culture
Management
styles
…then
what?

3. Schein,
Organiza(onal
Culture
and
Leadership:
“A
pa&ern
of
shared
basic
assump4ons
learned
by
a
group
as
it
solved
its
problems
of
external
adapta4on
and
internal
integra4on
(…)
A
product
of
joint
learning.”
Hofstede,
Cultures
and
Organiza(ons:
The
So8ware
of
the
Mind
"the
collec4ve
programming
of
the
mind
which
dis4nguishes
the
members
of
one
group
or
category
of
people
from
another."
Katanga:
hNps://hbr.org/2013/05/what-­‐
is-­‐organiza0onal-­‐culture
“Culture
is
how
organiza4ons
‘do
things’.
Perrin,
hNps://
hbr.org/2013/05/
what-­‐is-­‐
organiza0onal-­‐
culture
“Organiza4onal
culture
is
the
sum
of
values
and
rituals
which
serve
as
‘glue’
to
integrate
the
members
of
the
organiza4on.”

4. Ar0facts
Visible
structures
,
processes,
&
behaviours
Values
and
Beliefs
Strategies,
goals,
&
philosophies
Underlying
Assump0ons
Unconscious
beliefs,
percep0ons,
thoughts
and
feelings
hNps://www.flickr.com/photos/pere/523019984
Schein’s
3
levels
of
culture

8. My
team
feels
like…
…we’re
an
extended
family?
…we’re
a
dynamic
and
entrepreneurial
team?
…we’re
achievement
oriented?
…we’re
focused
on
process?

9. The
glue
that
holds
my
team
together
is…
…loyalty
and
trust?
…being
on
the
cuEng
edge?
…accomplishing
goals?
…running
smoothly?

10. My
team
defines
success
as…
…teamwork?
…innova(on?
…market
leadership?
…dependable,
efficient
delivery?

11. The
leadership
in
my
organiza0on
focuses
on
…
…mentoring
and
nurturing?
…entrepreneurship?
…results?
…organiza(onal
efficiency?

12. Clan
(Collaborate)
Facilitator,
Mentor,
Team
builder
Human
development
and
par0cipa0on
drives
effec0veness
Adhocracy
(Create)
Innovator,
Entrepreneur,
Visionary
Innova0on,
vision,
and
new
resources
produce
effec0veness
Hierarchy
(Control)
Coordinator,
Monitor,
Organizer
Control
and
efficiency
with
capable
processes
drive
effec0veness
Market
(Compete)
Hard
Driver,
Compe0tor,
Producer
Agressively
compe0ng
and
customer
focus
produce
effec0veness
Internal
Focus
and
Integra0on
External
Focus
and
Differen0a0on
Stability
and
Control
Flexibility
and
Discre0on
The
Compe4ng
Values
Framework
Quinn
and
Rorbaugh,
1983

13. What
skills
are
demonstrated
by
the
managers
you
most
admire?

14. What
cri0cal
competencies
do
managers
in
your
company
need
to
have
to
move
up?

15. Clan
(Collaborate)
Managing
Teams
Managing
interpersonal
rela0onships
Managing
the
development
of
others
Adhocracy
(Create)
Managing
innova0on
Managing
the
future
Managing
con0nuous
improvement
Hierarchy
(Control)
Managing
accultura0on
Managing
the
control
system
Managing
coordina0on
Market
(Compete)
Managing
compe00veness
Energizing
employees
Managing
customer
service
Internal
Focus
and
Integra0on
External
Focus
and
Differen0a0on
Stability
and
Control
Flexibility
and
Discre0on
The
Compe4ng
Values
Framework
Quinn
and
Rorbaugh,
1983

16. Managing
organiza4onal
change
• Determine
where
you
are
&
figure
out
where
you’re
going
• Use
the
Compe0ng
Values
framework
to
iden0fy
the
kinds
of
skills,
behaviours
and
environment
you
want
to
cul0vate
• Use
a
disciplined
approach
like
Lean
Change
to
visualize
your
plan,
your
experiments
and
your
progress.

17. Clan
(Collaborate)
Managing
Teams
Managing
interpersonal
rela0onships
Managing
the
development
of
others
Adhocracy
(Create)
Managing
innova0on
Managing
the
future
Managing
con0nuous
improvement
Hierarchy
(Control)
Managing
accultura0on
Managing
the
control
system
Managing
coordina0on
Market
(Compete)
Managing
compe00veness
Energizing
employees
Managing
customer
service
Internal
Focus
and
Integra0on
External
Focus
and
Differen0a0on
Stability
and
Control
Flexibility
and
Discre0on
The
Compe4ng
Values
Framework
Quinn
and
Rorbaugh,
1983
Contact
us!
Ellen
Grove
@eegrove
egrove@agilepartnership.com
Mike
Bowler
@mike_bowler
mbowler@gargoylesoCware.com