Culture for · Conventional (Passive/Defensive) OrganisationalCulture (OCI)-treat rules as more...

Culture for ……………Robert A. Cooke, Ph.D.September 2016

©2015 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

The Emerging Importance of Culture

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Organisational Culture: Then and Now

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Understanding Low Medium

Recognition by leaders Low High

Perceived Impact Low High

1980’s 2010’s


Outcome- or Problem-Specific Cultures

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Outcome

Culture for ……….

Culture of ………..

……………Culture

Diversity

Culture for Diversity

Culture of Respect

Inclusive Culture

Change

Culture for Innovation

Culture of Change

Adaptive Culture

Quality

Culture for Quality

Culture of Care

Service Culture

Development

Culture for Learning

Culture of Knowledge

Performance/Dev. Culture

Risk

Culture for Risk Mgmt.

Culture of Compliance

Risk Culture

High Reliability

Culture for Reliability

Culture of Wellness

Safety Culture


Example: Safety Culture

We don’t need an add-on safety culture. We must ensure an overall culture within the organization that embraces and manages safety the same way as the rest of the business.

“Skipper” Kendrick

Each organization has its own unique culture, which is the controlling factor of employees’ beliefs when it comes to safety….the overall culture of a company is the driving factor for safety, not the other way around.

James Leemann, Ph.D. Industrial Safety & Hygiene News 2013

http://www.ishn.com/articles/96992-safey-culture-controversy5


Emphasizing Organisational Culture

By “nesting” problem- or outcome-specific cultures within the larger

organisational culture, leaders ….

-maintain the organization’s identity and cohesiveness;

-promote continuity of values, norms and change initiatives;

-minimize members’ role conflict;

-ensure that the desired outcome is consistent with the mission.

New problems and priorities are opportunities to

-mobilize and reinforce the current operating culture (and/or)

-make salient and operationalize the Ideal culture

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Organizational Culture Inventory

The OCI measures norms and expectations for

behaviors that positively or negatively affect

members’ ability, individually and collaboratively, to

solve problems related to

-integration,

-adaptation. and

-task performance.

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The Culture Circumplex

The Conceptual

FrameworkConstructive

Passive/

Defensive

Aggressive/

Defensive

PeopleTasks

Satisfaction

Security


Ideal versus Current Culture

• Please think about the behaviors that ideally

should be expected and encouraged in your

organization to maximize its effectiveness.

• Using the response options “1 =not at all”

to “5=to a very great extent,” indicate the

extent to which members should be

expected to:

• Point out flaws

• Show concern for the needs of others

Ideal (Values)

Current (Norms)

• Think about what it takes to “fit in” and meet

expectations in your organisation.

• Using the response options “1 =not at all” to

“5=to a very great extent,”

indicate the extent to which you and people

like yourself are expected or implicitly

required to:

• Point out flaws

• Show concern for the needs of others


OCI NormsHigh Quality

and

Acceptance

+

Low Quality

and

Acceptance

—

Mixed

Quality and

Acceptance

?

and Problem SolvingEffectiveness


Extending the OCI to Specific Problems

-Re-administer the OCI-Ideal

(referring respondents to the problem or outcome of interest)

-Correlate OCI data with outcome measures

(to confirm the relevance of the cultural styles)

-Identify outcome- or problem-specific behaviors

(for each of the 12 OCI styles)

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Extending the OCI Styles to Diversity

Constructive Cultural Styles

-Identify specific Constructive behaviors that should be

expected and, if practiced, would bring together diverse

groups and increase feelings of inclusion.

Passive/ & Aggressive/Defensive Cultural Styles

-Identify specific Defensive behaviors that should be

discouraged to minimize counter-productive conflict and

feelings of exclusion.

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Achievement (Constructive)

Organisational Culture (OCI)

-think ahead and plan

-pursue a standard of excellence

Culture for Diversity and Inclusion (CDI)

-identify common goals that unify the efforts of diverse

groups and individuals

-view differences as a source of ideas rather than conflict

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Conventional (Passive/Defensive)


-treat rules as more important than ideas

-always follow policies and practices


-avoid confronting the system and the current way of doing things

-blend into the dominant culture (so as not to attract attention)

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Oppositional (Aggressive/Defensive)


-oppose new ideas

-be hard to impress


-”put down” ideas and suggestions offered by members

of other groups

-attribute others’ successes to their race, sex, or age

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Embedded Cultures

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Safety

Quality

DiversityLearning

Innovation

Organisational Culture


In Conclusion

Benefits of a Constructive Organisational Culture

encompassing “Cultures for….”

-Defensive dimensions of “Cultures for….” are neutralized

-Extreme deviations are detected and corrected

-Switching between “Cultures for….” is facilitated

-Differentiated “Cultures for….” are integrated

-The Organisation’s Culture is predominant and legitimates

each “Culture for ….”

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