CreatingCollaborative

Cultures:

Leader’sThe

ROLE

Presented by

Nancy Southern, Ed.D

CreatingCollaborative

Cultures:

Leader’sThe

ROLE

2

“Culture does not change because we desire to change it. Culture changes when the organization is transformed; the culture reflects the realities of people working together every day.”

– Frances HesselbeinThe Key to Cultural Transformation, Leader to Leader (Spring 1999)

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Definition of Culture

“A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration that has worked well enough to be considered valid and, therefore to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.”

– Schein 1992

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How do we

CultureUnderstand

• Artifacts, physical structures

• Rituals and ceremonies

• Organizational systems and procedures

We can look at

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How do we

CultureUnderstand

• Language (slogans, acronyms, etc.)

• Stories and legends

We can listen to

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How do we

CultureUnderstand

• That people have different cultural lenses

• Espoused values may differ from enacted values

We can directly ask people, but must consider

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Why is

ImportantCulture

Artifacts

Conversations

Conversations

Espoused Values

Beliefs & Assumptions8

Why is

ImportantCulture

•Helps determine what mental models will support and inhibit the desired change

•Identifies important stories and rituals that carry meaning and need to be sustained or intentionally re-created

Artifacts

Conversations

Conversations

Espoused Values

Beliefs & Assumptions9

How do Leaders

CultureShape

• Design of physical space

• Organizational structures, systems, procedures

• Organizational rites and rituals

• Stories, myths, about people and events

• Formal statements of values, mission, vision

•What gets attention, measured, controlled

From E. Schein, Organizational Culture and Leadership , 1992. 10

How do Leaders

CultureShape

• How they react to situations

• How they allocate resources

• Role modeling, teaching, coaching

• Communicating values and beliefs

• Rewarding or punishing

• How they select and integrate newcomers

From E. Schein, Organizational Culture and Leadership , 1992. 11

OccupationalSub-Cultures

ExecutiveOperations

Technical & Professional

Sales & Marketing

Within these subcultures, people maintain common values,

assumptions, and language, which may not be fully understood by

those outside the culture.

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How Would You Describe

CultureYour Organization’s

•What are the obvious artifacts?

•What are the espoused values?

•What metaphors describe how people interact?

•What are the gaps between espoused values and actions?

•What expectations do people hold of leaders?

•Which sub-culture(s) dominates?

•What are prevailing beliefs and assumptions about what is possible and what is not?

•How would people describe the conditions that support or inhibit their work?

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Moving from Silosto Collaboration

•Many organizations are organized functionally and thus silos emerge as people consider the function as their territory.

•Collaboration can take place across functional areas when people understand that functions are only areas of expertise thus their primary responsibility is to share their expertise, not protect their territory.

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Barriers to Collaboration•People feel they are victims of the system

•Fear abounds resulting in risk avoidance and self protection

•Knowledge is seen as power and used to maintain status

•Relationship building is not valued

•Independent action is rewarded without recognition of the contributions of others

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Cycle of Blame

BLAMERiskAvoidance

Suspicionof Intent

Breakdownof Relationships

Independent& Defensive

Actions

Fear & Powerlessness

DistrustErosion

of Safety

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•People feel valued and trusted

• Relationships are seen as essential to providing knowledge and support networks

•Strategic risk taking is encouraged

•Opportunities abound for formal and informal dialogue where new ideas are

shared and old assumptions are challenged

•Learning takes place from problems, mistakes and success

Conditions for Collaboration

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Cycle of Collaboration

CollaborationRiskTaking

Open Inquiry& Dialogue

Strong Relationships

Innovation& Change

Trust

Support of New Ideas

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Creating Culturesof Collaboration

•Begins with understanding the complexity of the current state

•Draws forth inspiration and commitment through visioning

•Integrates all aspects of the organization’s work

•Intentionally manages change

•Requires collaborative leadership

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Conditions forShared Leadership

Encouraging andAppreciating Different

Points of View

RecognizingLeadership in All

People and Positions

Asking Questionsto Challenge

Collective Assumptions

Encouraging Everyoneto Say What Needs to be Said

RespectingOthers’ Positions

Creating Spacefor Dialogueand Learning

Listening for Understandingand a Willingnessto be Influenced

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Designing a Collaborative Process for Cultural Change

1. Begins with a cultural assessment

2. Invites people to participate in the learning journey

3. Addresses the Changes needed on the levels of...

• Individual and collective beliefs and assumptions

• Patterns of behavior and action

• Supporting organizational structures

• Events that promote collaboration

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•Determine the current reality and desired future state

•Map the reality

•Use the map to establish agreement on what is and ideas for future

•Engage people in the change process

•Interview individuals and/or group

•Synthesis of interview themes

•Feedback of interview themes, paying attention to tensions

•Map of the system, issues, relationships

Organizational Assessment

Purpose Process

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LEARNING COMMUNITY

COLLABORATION

COMMITMENT

ENGAGEMENT

PARTICIPATION

INVITATION

The Collaborative Journey

“The invitation to participate in co-creating a new reality is the beginning of the collaborative journey. The helix displays the increasing arenas of participation from invitation to collaboration and ultimately engagement within a learning community.”

© Nancy L. Southern 23

ChangingOrganizational

CultureEvents Define the culture and signal changeHIGH

LOW

Chan

ge R

equir

es H

igher

Leve

ls of

Aut

horit

y

Systems, structures, polices, that limit or support change and reinforce patterns of action

Methods of interaction, communication, decision-making, normative in the culture

Individually and collectively held assumptions about relationships and what can or cannot change

Adapted from the work of Peter Senge & Edgar Schein

SupportingStructures

Patterns of Action

Beliefs and Assumptions

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Beliefs and Assumptions of

Collaborative Cultures

• I can be more successful with the help of others

• Diversity makes us more creative and capable

• Disagreement adds value to a conversation

• Talking about what I/we have learned is more valuable than talking about what we have done

• I can speak freely and truthfully to anyone in the organization

• The purpose of our work is important

Individually and collectively held assumptions about relationships and what can or cannot change

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•Provide opportunities for people to experience something they never thought was possible

•Become skillful in using the Ladder of Inference

•Skillfully ask questions that challenge assumptions

•Create opportunities for dialogue that engage diverse perspectives and support new understanding

Working with Beliefs and Assumptions/Mental Models

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Patterns of Actions in

Collaborative Cultures

• Informal meetings are a norm

• In meetings, people talk about what is most important

• The intent of conversations is to reach new understanding

• Arguments are playful and engaging

• Acts of care are common and recognized

Methods of interaction, communication, decision-making, normative in the culture

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Supporting Structures for

Collaborative Cultures

• Hiring people who match the culture

• Powerful orientation process for new hires

• Performance evaluations that model collaboration

• Mentoring communities

• Technology that enhances collaboration

• Policies and approaches to engaging collaboratively with stakeholders outside the

organization

Systems, structures, polices, that limit or support change and reinforce patterns of action

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Events to Build and Sustain

Collaborative Cultures

• Collaborative visioning and planning

• Innovation showcases

• Relationship building retreats

• Strategic dialogue sessions

• Internal customer appreciation

• Collaboration and Team recognition

Define the cultureand signal change

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How to Begin a

ChangeCultural

• Complete the assessment

• Engage a few dedicated people as a cultural change team

• Design an event to communicate the change and create a experience and a vision of collaboration

• Initiate cross functional teams to identify the patterns of action and supporting structures that need to change

• Implement and recognize the change through powerful events

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Questionsand

Comments

CreatingCollaborative

Cultures:

Leader’sThe

ROLE

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Presented by

n l sou the rn@ao l .comNancy Southern, Ed.D

For More Information

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•Virtual facilitation to further build these skills with a team

•Coaching to develop collaborative leadership

•Next Webinar - Collaborating Across Distance on March 16, 2011

•Release of on-line learning program March 2011

•Next eBook: Leading a Global Team - Spring 2011

•Recording of this webinar will be available next week

http://www.ico-consulting.com

Additional Resources

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One of many collaborative resources available through ICO Consulitng. This free eBook teaches the skills of Advocacy, Inquiry and Reflection.

Download your copy @http://www.ico-consulting.com/e-book.html

Free eBook

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