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Cracking the cultural crust

E is for……………

Key themes of this Masterclass

The impact of social culture on organisational culture

The implications for adaptability and Continuous Improvement

Why engagement isn’t enough for the 21st Century

How organisations should manage cultural change and CI in the future

Empowerment?

E is for…

Engagement?

Empathy

Cracking the cultural crust

- drilling through to cultural change

Writing policies

Defining procedures

Following them

Getting everyone else to follow them

Getting everyone else to want to follow them

Adapted from TQM in Action, Pike/Barnes 1994

Standards(ISO, IoP etc.)

CI

EMPATHY, INNOVATION AND CONTINUOUS IMPROVEMENT CULTURE

ENGAGEMENTCULTURE

CONTROL CULTURE

Becoming a prevention-based, continuously improving organisation

Culture is identifiable at 3 levels:-

Visible artefacts (e.g. structure, appearance, location)

Values (e.g. public statements, sales literature, published accounts, policies)

Basic assumptions about what is acceptable and unacceptable; i.e. habits (embedded behaviour or the way we do things around here)

Edgar Schein’s Cultural model

Measuring culture vs. attitudesMeasuring culture vs. attitudes

ME THEMATTITUDESof toward

champion victim

CULTURE

VIEWS ON VARIOUS ASPECTS OF THE ORGANISATION AND TYPICAL BEHAVIOURS

Continuous Improvement……handling the jargon

TQMTotal Quality Management

TQMTotal Quality Management

WCMWorld Class Manufacturing

WCMWorld Class Manufacturing

CWCICompany Wide

Continuous Improvement

CWCICompany Wide

Continuous ImprovementLean

Administration

LeanAdministration

BPRBusiness Process Re-engineering

BPRBusiness Process Re-engineering

Six SigmaSix Sigma

KaizenKaizen

Learning OrganisationLearning OrganisationEmpowermentEmpowermentEngagementEngagement

Total Quality Management is about...

PEOPLE PROCESSES

CUSTOMERS

PEOPLE

PROCESSES

CUSTOMERS

C.I.

A twin-track approach

FAST TRACK Annual programmes Cross-functional

improvements Customer-outcome-

driven Re-engineering

processes Project management

discipline Project based

organisation structure

SLOW TRACK Use 21stC skillsets Continual process of

small changes Based upon a

collaborative value set Linked to organisational

objectives Education and

involvement, but.. Stop buying sheep dip

Best ‘lean’ tools for admin Design for Service (QFD) Benchmarking Six Thinking Hats Value-added analysis Business Process

Analysis 5S SMED FMEA

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Cracking the cultural crust

E is for…empathy…….but how?

The Four A approachAssess

the culture

Assess the

culture

Act onSolution

s

Analyse

the causes

Auditresults

Analyse - The three S diagnostic Structure

Organisation Infrastructure Presentation

Systems and processes

Recruitment Communication Involvement Development

Style Management style Customer empathy

Remove the barriers to empathy Complex grievance procedures Inefficient decision making systems Too many incredible no-men Too many rules - unwelcoming Customer criticism – ask why, not

what Wrong L&D focus Engagement surveys

Recruit for empathy Advertising Orientation Filtering Questioning Testing Induction Introduction

Develop for empathy Creating customer experiences Opening up frontiers – welcome, not

rules Spending time at the front end Encouraging social networking with

customers In disagreements, asking how customers

would view it Challenging staff – why are you here?

10 easy ways to kill ideas in a control culture

“I’ll come backto that” (don’t)

Bring it back nexttime as your own Praise it

to death

squash it quick

refer to asub-committee

“can you come backnext time with...”

nit-pick itto pieces

mummyknows best the history

lessonif all else failsjust laugh

Turning Ideas into Action

Loads a bubbles…..

Design ideas

Customerneeds

Test

Launch

Reinforcing the culture Focus on great public

service Destroy silos Consistency Persistency Insistency Bubbles Nudges Rewards

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