SESSION 5.

ATTITUDES AND VALUES

OD

VIDEO

• www.washingtonpost.com/wp-dyn/content/video/2009/08/18/VI2009081801485.html Evan Wittenberg

• http://www.youtube.com/watch?v=9b1OnUJOA8Q

• www.youtube.com/watch?v=IrCeVwwu0Xc

ATTITUDES AND VALUES

• CULTURE: refers to the underlying values, beliefs and code of practice that makes a community what it is

• It springs from society.• Organizations are ‘part of’ and ‘apart from’

society• ATTITUDE: enduring beliefs around an

object or situation predisposing a person to respond in some preferential mannerii.– AFFECTIVE (evaluation:good or bad)– BEHAVIOURIAL (reaction)– COGNITIVE (beliefs, opinions, ideas)

ATTITUDES AND VALUES

”AN ATTITUDE IS A MENTAL AND NEURAL STATE OF READINESS, ORGANIZED THROUGH EXPERIENCE, EXERTING A DIRECTIVE OR DYNAMIC INFLUENCE UPON THE INDIVIDUAL’S RESPONSE TO ALL OBJECTS AND SITUATIONS WITH WHICH IT IS RELATED.”

Allport, 1935

ATTITUDES AND VALUES

• Allport’s, Thurstone’s, McCormick & Ilgen’s and Osgood et al’s definitions of attitude.

• Rosenberg and Hovland: Three main components of attitude:CognitiveEmotionalBehavioural

• Those attitudes that are in the long term connected to the function or essence of the work are called values.

ATTITUDES AND VALUES

•Kabanoff’s Individual and Organisational Values

‘Equity, equality, power and conflict’ by BORIS KABANOFF

VALUES

ATTITUDES AND VALUES

FUNCTIONS OF AN ATTITUDE:

BADGE VALUE (who we are and what we believe)UTILITARIAN, ADAPTIVE FUNCTION (likes-dislikes that

lead to our goals)KNOWLEDGE, ECONOMY FUNCTION (catagorize

information, manage our world)VALUE EXPRESSIVE FUNCTION (beliefs what is right or

wrong)EGO DEFENSIVE FUNCTION ( protection from fears and

rejection)

ATTITUDES AND VALUES

FISHBEIN & AJZEN (1976)The Expectancy – Value Model of

Attitudes

ATTITUDES AND VALUES

• Ros Schwartz & Surkiss:Power over others, social statusAchievement acknowledged social successHedonism joy, enjoymentSimulation challenge, looking for noveltySelf-direction creativity, independent acts &

thoughtsUniversalism caring for the future – human &

environmentBenevolence caring for the well-being of othersTradition respect for culture & religionConformity not to offend

others/norms/expectationsSecurity stability in social & private life

ATTITUDES AND VALUES

Clare W. Graves• Level 1: Beige (Reactive / Survival Sense) - Sharpen

instincts and innate senses.• Level 2: Purple (Tribal / KinSpirits) - Seek harmony

and safety in a mysterious world• Level 3: Red (Egocentric / PowerGods) - Express

impulsively, break free, be strong• Level 4: Blue (Absolutistic / TruthForce) - Find

purpose, bring order and ensure future• Level 5: Orange (Materialistic / StriveDrive) - Analyse

and strategise to prosper• Level 6: Green (Personalistic / HumanKind) - Explore

inner self, equalise others• Level 7: Yellow (Existential / FlexFlow) - Integrate and

align systems• Level 8: Turquoise (Holistic Organism / GlobalView) -

Synergise and macromanage

ORGANIZATIONAL DEVELOPMENT

ORGANIZATIONS ARE A COLLECTION OF INTERACTING AND INDEPENDENT INDIVIDUALS WHO WORK TOWARD COMMON GOALS AND WHOSE RELATIONSHIPS ARE DETERMINED ACCORDING TO A CERTAIN STRUCTURE.

CHANGE IN THE ORGANIZATION

• INCREASED SUCCESS OF COMPETITORS

• NEED TO IMPLEMENT NEW TECHNOLOGY

• INCREASE EFFICIENCY OF INTERNAL SYSTEMS

ORGANIZATIONAL CHANGE IS NECESSARY AND CONSTANT

• INCREASED SUCCESS OF COMPETITORS

• NEED TO IMPLEMENT NEW TECHNOLOGY

• INCREASE EFFICIENCY OF INTERNAL SYSTEMS

ORGANIZATIONAL CHANGE IS NECESSARY AND CONSTANT

WHAT IS OD

OD is a system-wide application of behavioural science knowledge to the

planned development, improvement and

reinforcement of the strategies, structures and

processes that lead to organisation effectiveness

Cummings & Worley (2001)

OD includes the following procedures

• diagnosing the organisations current functioning

• planning interventions for improvement

• mobilising resources to put the plan into action

• evaluating the effects.

Berry & Houston (1993)

ROLE OF THE ORGANIZATIONAL PRACTITIONER

They assist with the implementation of planned change Planned change is a structure or a process which an

organisation follows to effect change 3 key models of planned change used in OD today –

Lewin’s model, Action Research and Appreciative Inquiry

Lewin’s Model: B=f (P, E) behaviour equates funtion of the person and of his environment

dynamic and action research

ORGANIZATIONAL CULTURE

Organisational culture is the pattern of basic assumptions, values, norms, and beliefs shared by organisation members. These shared meanings help members make sense out of everyday life in the organisation.

Cummings and Worley (2001)

Organisational culture is ‘how things are done around here’. It is what is typical of the organisation, the the habits, prevailing attitudes, the grown-up pattern of accepted and expected behaviour.”

Drennan (1992)

ORGANIZATIONAL CULTURE

BELIEFS, VALUESMYTHS, STORIES, LANGUAGEHYSTORYBEHAVIOURSYMBOLSUNWRITTEN RULESHEROESROUTINES, CELEBRATIONS, RITUALS

SCHEIN, 2004

Types of culture (Handy, 1985)

• POWER CULTURE: power concentrates among a few. Power cultures have few rules and little bureaucracy; swift decisions can ensue

• ROLE CULTURE: people have clearly delegated authorities within a highly defined structure. Typically, these organizations form hierarchical bureaucracies

• TASK CULTURE: Teams are formed to solve particular problems. Power derives from expertise as long as a team requires expertise. These cultures often feature the multiple reporting lines of a matrix structure

• PERSON CULTURE: exists where all individuals believe themselves superior to the organization. Some professional partnerships can operate as person cultures, because each partner brings a particular expertise and clientele to the firm

Problem Identification

Consultation

Data Gathering & Preliminary

Diagnosis

Feedback

Joint Diagnosis

Joint action planning

Action

Unfreezing

Moving-process

RefreezingData gathering after action

Action Research Model

Appreciative inquiry

Appreciative Inquiry is the study of what works well Focuses organisations on their positive qualities Leverages those qualities to enhance the organisation (Cooperrider,1999; Seligman, 2002)

http://appreciativeinquiry.case.edu/uploads/whatisai.pdf

John Kotter's Change Model

1. Establish a sense of urgency2. Form a powerful guiding coalition3. Create a clear vision4. Communicate the vision5. Empower others to act on the vision6. Plan and create short-term wins7. Consolidate improvements and produce still more change

8. Institutionalise new approaches

INTELLIGENCE

"An intelligence is the ability to solve problems, or to create products, that are valued within one or more cultural settings” H. GARDNER

”I define it as your skill in achieving whatever it is you want to attain in your life within your sociocultural context” R. STERNBERG

“Intelligence, considered as a mental trait, is the capacity to make impulses focal at their early, unfinished stage of formation. Intelligence is therefore the capacity for abstraction, which is an inhibitory process THURSTONE

?

INTELLIGENCE

“The ability to acquire, develop, and apply a full range of intellectual skills, rather than relying on the inert intelligence that schools value.”

Dr. Robert SternbergSUCESSFUL

INTELLIGENCE

Assignments for Applying Triarchic Intelligence

Analytical Creative PracticalAnalyze Create Apply Critique Invent Use Judge Discover Put into

practice Compare Imagine if ... Implement /contrastEvaluate Suppose that ... Employ Assess Predict Render

practical

INTELLIGENCE AND CREATIVITY

INTELLIGENCE AND CREATIVITY

CREATIVITY

BRILLIANT

PERSONALLY CREATIVE

CREATIVE UNQUALIFIEDLY

M. CSÍKSZENTMIHÁLYI