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Understanding and Building Organizational Culture

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Presentation from brightspot workshop on Understanding and Building Organizational Culture at General Assembly

Publié dans : Formation, Business
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Understanding and Building Organizational Culture

  1. 1. Understanding and Building Organizational Culture General Assembly Tuesday Oct 11, 2011 Elliot Felix, brightspot strategy©brightspot strategy 2011. All Rights Reserved.
  2. 2. agendaObjective: Through presentations, discussions, and exercises, learnhow to understand, assess, and build an organizational culture thatexpresses your values and brand, attracts and retains talent, andprovides a great experience for your employees and customers.  6:00 – 6:05   Agenda and Introductions  6:05 – 6:25   Understanding Culture, including exercise  6:25 – 6:30   Q & A  6:30 – 6:55   Assessing Culture, including exercise  6:55 – 7:00   Q & A  7:00 – 7:15 Building Culture7:15 – 7:30   Q & A   ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 2
  3. 3. understanding culture ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 3
  4. 4. organizational cultureWhat is organizational culture?How do you define it? ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 4
  5. 5. understanding groups The culture of a group is like the personality of an individual. To understtand culture, we first have to understand groups. The two core functions of a group1: internal integration external adaptation1. Edgar Schein Process Consulting Revisited ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 5
  6. 6. understanding groupsThe key attributes of a group are boundary definition, taskaccomplishment, and interpersonal interaction. Each of thesecan be thought of in terms of content, process, and structure.Groups must also have some degree of shared history (Schein). ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 6
  7. 7. understanding groupsThe key group attributes according to Schein: Boundary Task Interpersonal Management Accomplishment Interaction Who is in and who Members feelingsContent Agenda is out? toward each other Processes of Problem-solving InterpersonalProcess boundary and decision- Processes management making Recurring Recurring task Formal rules in processes for processes, relation toStructure maintaining organizational authority and boundaries structure intimacy ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 7
  8. 8. culture definedculture (arts)“the arts and other manifestations of human intellectual achievementregarded collectively (OED).”culture (anthropology)“historically transmitted pattern of meanings embodied in symbols, asystem of inherited conceptions expressed in symbolic forms by meansof which men communicate, perpetuate, and develop their knowledgeabout and their attitudes toward life (Clifford Gertz).”culture (organizational)“pattern of shared basic assumptions that was learned by a group as itsolved its problems of external adaptation and internal integration,that has worked well enough to be considered valid and, therefore, tobe taught to new members as the correct way to perceive, think, andfeel in relation to those problems (Edgar Schein)1.”1. Edgar Schein Organizational Culture and Leadership ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 8
  9. 9. organizational culture defined : al culture the world organ ization apting to interact pattern for ad embers on m a comm g sense of how in and makculture (organizational)Pattern of shared basic assumptions that was learned by a group as itsolved its problems of external adaptation and internal integration,that has worked well enough to be considered valid and, therefore, tobe taught to new members as the correct way to perceive, think, andfeel in relation to those problems (Edgar Schein)1. Edgar Schein Organizational Culture and Leadership ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 9
  10. 10. levels of cultureSchein defines three levels of culture: Contents CharacteristicArtifacts and Visible organizational Easy to see but hard toBehaviors structures and processes decipherEspoused Strategies, goals, andBeliefs and Espoused justifications philosophiesValues Unconscious, take-for-Underlying granted beliefs, Ultimate source of valuesAssumptions perceptions, thoughts, and actions and feelings ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 10
  11. 11. expression of cultureOrganizational Culture is expressed through:Values Skills Habits of mind Rewards flickr gelato alla prugna flickr michaelrighiRituals Norms Symbols Environment ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 11
  12. 12. expression of cultureOrganizational Culture is expressed through: storiesValues Skills Habits of mind Rewards flickr gelato alla prugna flickr michaelrighiRituals Norms Symbols Environment ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 12
  13. 13. expression exerciseCultural Expression Mad LibsInstructions: Take 5 minutes to complete the madlib belowFrom our <symbol(s)/artifact(s)> you can see that we value <belief/value(s)> and so we tend to <way of thinking>, are able to <skill(s)>,and regularly <ritual/behavior>, creating a <climate/environment> andthis is reinforced by our <norm/rule> and by <reward>.ExampleFrom our publications you can see that we value solving complexproblems and so we tend to constantly take on new challenges are ableto think on our feet, and regularly share what we’ve learned, creating aacademic climate and this is reinforced by our utilization factors and bywho goes to conferences.See Also: Value Prop frameworkFor <customer> who <motivation> we deliver <offering> with <differentiator> that <impact> ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 13
  14. 14. questions? ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 14
  15. 15. assessing culture ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 15
  16. 16. assessing cultureSchein’s attributes of a group (along with the different modes inwhich culture is expressed) can be used as a basis forqualitatively assessing your organizational culture: Boundary   Can you attract and retain talent?   Interaction   Are you satisfied with how people interact?  Task Accomplishment   Are people able to get their work done?   Content   Are your product/service and culture aligned?   Process   Are your processes/tools/methods working?   Structure Does your organization reflect your values? ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 16
  17. 17. competing values1 frameworkOrganizational culture is theproduct of how differentvalues interact and competewith each other – whetheran organization is fixed orflexible and internally orexternally defined.These two axes can be furtherunderstood according to 6factors:1.  Dominate Characteristics2.  Leadership Style3.  Employee Management4.  Organizational Glue5.  Strategic Emphasis6.  Criteria for SuccessNotes:1. The Competing Values Framework was developed by and is copyright of Cameron and Quinn. ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 17
  18. 18. competing values exercise ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 18
  19. 19. competing values exerciseInstructions (15mins)1.  Fold the sheet in half2.  Review and discuss the first question and as a group, decide the A, B, C, and D point values for each question in 5 point increments (must total to 50 points) (e.g.: A = 50 or A = 20 & B, C, & D = 10 each)3.  On the diagram at right, draw a dot at each of the point values in each quadrant and write the # of the question next to each dot4.  If there are point values in different quadrants, connect the dots to make a shape5.  Repeat for questions 2 through 66.  We will discuss as a group in 15 minutes. ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 19
  20. 20. questions? ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 20
  21. 21. building culture ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 21
  22. 22. building cultureOnce your current organizational culture is understood andevaluated, you can take steps to move toward the culture youare looking for in the future.Complete Review the Review how it iscompeting values group expressed andframework for characteristics: work backwards:current and future: •  Boundary •  Values •  Interaction •  Rules/Norms •  Task •  Symbols/Artifacts accomplishment •  Habits of mind •  Content •  Skills •  Process •  Rewards •  Structure •  Climate •  Stories ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 22
  23. 23. valuesUncover and express the values of your organization and tiethis to your mission – increasingly, to be successful, yourorganization must function more like a cause than a company. ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 23
  24. 24. symbols and artifactsMake culture concrete and consistent through the symbols youhave and reference and also with the artifacts you create. ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 24
  25. 25. norms, rules, and ritualsDecide which rules need to be expressed (if any) and how youwish to enforce them – are they written down? modeled byleadership and influencers? memorialized in rituals? image © metropolis ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 25
  26. 26. habits of mindThink about the habits of mind and ways of doing things thatmake you unique. Distill these to a set of guiding principles orkey strategies that can be described, taught, and updated. ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 26
  27. 27. skills and developmentConsider how people grow and develop within the organization,what skills are valued, how they are acquired, and how peopleenter the organization.workshops apprenticeships ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 27
  28. 28. rewardsReview how you reward success to be sure your not dampeningintrinsic motivations with external incentives. Create a range ofdifferent means of giving recognition. v   source: lifehacker.comconferences photo: Jeremy Withers unstructured time ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 28
  29. 29. environmentyour environment communicates your brand and values 24/7 –whether you like it or not – and so needs to be considered so asto send the right messages and express your culture.Google image / design: DEGW JetBlue Terminal 5 flickr: joe schlabotnik ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 29
  30. 30. storiesUse stories to communicate who you are and what you value.For example, develop and exploit your “creation myth”WD-40 Apple ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 30
  31. 31. building culture Tips for getting started: 1.  Recognize that leadership creates and changes culture, but management works within it 2.  Know that culture is hard to change because it provides valued stability, by definition 3.  Engage people in understanding and evaluation as a collaborative process 4.  Look for ways to be concrete (e.g.: workspace) 5.  Lead by example – organizations take on the personality of their leaders by default 6.  Repetition is golden 7.  How you spend your time speaks volumes 8.  The culture inside your organization affect interactions with those outside of it ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 31
  32. 32. building culture exerciseTake a few minutes towrite down someobservations about yourorganizational culture andsteps you will take tosustain or improve it.We will discuss as a groupas we wrap up and take afinal round of questions. ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 32
  33. 33. questions? ©brightspot strategy 2011 All Rights Reserved. Organizational Culture 33

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