Date post: | 19-Oct-2014 |
Category: |
Education |
View: | 249 times |
Download: | 1 times |
Evidence-Based Management Leading an EBMgt Culture Change
Denise M. RousseauH.J. Heinz II University Professor of Organizational Behavior
Carnegie Mellon [email protected]
CULTURE IS…
What an organization or community is(not merely something it has)
A bundle of complex, social learning(Including assumptions, values, beliefs,
norms, practices, and meanings)
Attached to any social unit(department or organization, community or
society, etc.)
2
Culture(s) of EBMgt
Local--led by an influential person, staff or manager
Dominant--basis of common understandings and shared values
Interventions-- EBMgt produces practices that can be a catalyst for a bundle of cultural changes Process changes such as after action reviews can
involve aspects of culture, e.g.,norms, patterns of behaviors, artifacts
3
CULTURAL PATTERNS
Dominant Culture
CounterCulture
SubcultureSubculture
Culture Map
4
Artifacts
Patternsof Behavior
BehavioralNorms
Values
FundamentalAssumptions
Layers of Culture 5
Artifacts
Patternsof Behavior
BehavioralNorms
Values
FundamentalAssumptions
EBMgt Culture
LearningArchives
EB Mgt Community of Practice
PsychologicalSafety
Personal GrowthFact-based MgtExcellence
Open Information Sharing &Critical Thinking
Evidence-Based Processes e.g. Checklists & Protocols
“Facts are our friends”
6
Connections Among Layers of Culture
Assumptions are difficult to revamp directly….subject to revision when other layers (of EBMgt culture) are in place
Values and Norms are easier to revise--subject to incentives and attention…they shape the meaning of using evidence in decisions
Patterns of behavior can be superficial, unless Values and Norms support them.
Artifacts can reinforce PoBs, Norms & Values…EBMgt tools can span levels
7
Culture-Creating Signals… Focus of attention: What do managers pay attention
to, measure, and control? Improvements and problem solving vs short-term deliverables
Reactions to crisis and critical incidents: What messages do we send? Is learning appreciated more than avoiding mistakes?
Modeling: Leaders show how to do it. How to diagnose problems in an evidence-based fashion, to search for evidence, etc.
Reward systems: Who gets selected? Promoted? Who leaves? Are stated values rewarded in practice?
Structural signaling: What values do budget decisions and other formal actions reflect? Do processes promote evidence-based practices?
8
EBMgt to Improve Performance
Locally through the actions of individuals and small groups – builds local excellence (How to overcome the performance paradox?)
Organizationally through the coordinated efforts across units and departments
9
Linking Subcultures/Subgroups
Same motivation system: same metrics, incentives, socialization/dev’t
Coordination: familiar w/each other, share information, collaborate via informal ties, task forces, etc.
Problem solving to manage interdependencies Reactive: solve current problems Proactive: solve anticipated
problems
Linking the Subcultures to Improve Processes
Dominant Culture
CounterCulture
SubcultureSubculture
Culture Map
Same Motivation System & Metrics
Different Motivation & Metrics
Inter-unit Problem Solving Mechanisms
Reactive for existing problems
Proactive for anticipated ones
Inter-unit Coordination
Staff familiar w/ each other
Share information
Cooperate
“The commons”
“A linkage breakdown”
PATH OF CHANGE
Old MindsetTransition
New Mindset
Constructivedissatisfaction
Beliefthat changeIs possible
Crediblevision
Practicalfirst steps
Managelosses
Activepractice
Institutionalizeto make it
last
PATH OF CHANGE
Old Mindset Transition New Mindset
Constructivedissatisfaction
Beliefthat changeIs possible
Crediblevision
Practicalfirst steps
Managelosses
Activepractice
Institutionalizeto make it
last
Stage I II III IV
Chaos
Losses Gains
Initiation Evidence of Need for Change? Compelling to
whom?
Assessing Readiness: Trust? Current conditions?
Translate Evidence for Stakeholders: Constructive dissatisfaction
Initial Design: Who is involved? Whose interests? Goals? How will new interdependencies be managed?Problem-solving Processes: Reactive and Proactive
Sequencing Changes: First things first, second..Facilitators to ease initiation?
Managing The Transition Prepare transition to new
TrainSupport people to move into broader rolesManaging new interdependencies and relationships (build familiarity, shared interests)
Manage losses (via resources/commitments)SkillsJob securityFuture opportunities
Reinforce two-way communicationreduce inevitable uncertainty/ambiguityassess needs/progress—adjust change plan
Managing the Transition (continued)
Adopt interim project-orientation (short term deliverables, goals, quick feedback)
Expand Practices Change Effects & People It Involves
End the old Symbolic (e.g., new job titles, designations) Practical (e.g. tear down walls) Formal acknowledgement (Celebration)
Feedback and redesign Periodic evaluation against metrics (lead vs lagged) User participation in interpreting data and redesign
Institutionalization
Is “change” now routine? (check occurrence)
Re-examine linkages: How changed? New supports needed?
Assess “fit” of HR practices, org’l structure, etc. Align as appropriate…
Feedback and Redesign (greatest gains come from subsequent improvements, not initial change AND nothing’s perfect the first time)
Learning: Can other parts of org benefit from this change experience? Propagate