1 Introducing Cultural Transformation Leadership Commitment to Develop Cultural Capital Leadership Team Development Leadership Coaching Individual Assessment Team Assessment Corporate Culture Assessment Vision, Mission and Values Leadership Values Assessment
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1 Introducing Cultural Transformation Leadership Commitment to Develop Cultural Capital Leadership Team Development Leadership Coaching Individual Assessment.
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1
Introducing Cultural Transformation
LeadershipCommitment to
Develop Cultural Capital
Leadership Team
Development
Leadership Coaching
IndividualAssessment
IndividualAssessment
TeamAssessment
TeamAssessment
Corporate Culture
Assessment
Corporate Culture
Assessment
Vision, Missionand Values
Leadership Values
Assessment
Leadership Values
Assessment
Derivation of Consciousness Model
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Maslow’s Hierarchy of Needs
Self Actualization
Self-Esteem
Belonging
Survival
Service
Making a Difference
Internal Cohesion
Spiritual Needs
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4 Transformation
Derivation Personal Consciousness Model
Expansion of Maslow’s model to give more definition to spiritual motivations.
Substitute “states of consciousness” for “hierarchy of needs.”
Each state of consciousness focuses on specific beliefs, values and behaviors associated with the particular life theme.
Cultural Transformation Tools
Key Attributes:
• Makes it possible to translate qualitative data into quantitative data
• Provides a base-line measurement instrument for monitoring changes in the organizational culture
• Provides a method for measuring cultural capital
Seven Levels of Consciousness
Spiritual
Mental
Emotional
Physical
Transformation
Service
Making a Difference
Internal Cohesion
Self-Esteem
Relationship
Survival
Human Needs Human Motivations
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Full-Spectrum Consciousness
Service
Making a Difference
Internal Cohesion
Survival
Relationship
Self-Esteem
Transformation
Long-term Viability
Collaboration
Shared Vision
Continuous Improvement
Best Practices
Customer Satisfaction
Financial Stability
MaslowBusiness Language
What does this mean?
• Looking at an aligned organization: Red = matches – personal (p),
current cultural (cc)desired culture (dc)
– What do you notice?– What is relevant?– What do you think is important? Why?– What would be your next step?
Mis-aligned
• Red empty circles = possible liabilities• Blue = matches pv + dc(##) = number of people responding to this value• Meaning?
– What is apparent?– What is relevant?– What is important– Where would you start?– What would you do?
What’s the Cost?
• How would you calculate the cost of mis-alignment?
• How would you approach the client system with this information?
• How would this information impact your over-all design?
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Aligned Organization – Sterling Bank (979)
PL = 10-0 IROS (P) = 2-2-5-1IROS (L) = 0-0-0-0
8 Matches
Current Culture Values
1. customer service (504)2. teamwork (487)3. customer satisfaction (476)4. community involvement (399)5. vision (373)6. organizational growth (296)7. being the best (285)8. integrity (275)9. commitment (261)10. friendliness (252)
PL = 10-0 IROS (P) = 2-2-5-1IROS (L) = 0-0-0-0
2 Matches
Desired Culture Values
1. teamwork (513)2. customer satisfaction (491)3. customer service (489)4. employee fulfillment (477)5. community involvement (430)6. integrity (337)7. commitment (301)8. vision (295)9. being the best (288)10. accessibility (274)
LEGENDUnderline = PV & CC match P = Positive I = IndividualRed = PV, CC & DC match L = Potentially Limiting R = Relationship Red = CC & DC match (hollow dots) O = OrganizationalBlue = PV & DC match S = Societal
LEGENDUnderline = PV & CC match P = Positive I = IndividualRed = PV, CC & DC match L = Potentially Limiting R = Relationship Red = CC & DC match (hollow dots) O = OrganizationalBlue = PV & DC match S = Societal
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Cost of Limiting Values• Short-term Focus £3,480,818• Confusion £3,178,636 • Bureaucracy (unnecessary) £1,799,618 • Empire Building £1,764,682 • Information Hoarding £1,634,045 • Sickness and leavers £ 834,225• Hierarchical £ 624,327 • Long Hours £ 187,909
• Total Entropy (potential business value) £13,504,261
Based on staff’s perception of lost productivity & opportunity.Annual income £33,000,000 & loss of -£500,000 in 2000.
Investment Leadership – Jim Ware’s book contains data showing the comparison between healthy and unhealthy cultures and bottom line performance
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• Record annual profits for 13 years• 680% growth since going public in 1993• Annual return of 32% for the last 5 years• From 1 to 33 locations – 1974-2001• 1000 staff – all staff share in profits• Normal profit sharing – 9.5% of base salary• Salaries are 18.5% above industry norm• CEO’s salary is no more than 16 times lowest
salary
Sterling Results
Improvements:
• What happens when use tool over period of years?
• What can be tracked?• What can be evaluated?• What is the value?
LEGENDUnderline = PV & CC match P = Positive I = IndividualBold & italics = CC & DC match L = Potentially Limiting R = Relationship Bold = PV & DC match (hollow dots) O = OrganizationalBold, italics & underline = PV, CC & DC match S = Societal
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The Methodist Hospital Group (6814) - 2003
LEGENDUnderline = PV & CC match P = Positive I = IndividualRed = PV, CC & DC match L = Potentially Limiting R = Relationship Red = CC & DC match (hollow dots) O = OrganizationalBlue = PV & DC match S = Societal
Personal Values Current Culture Values Desired Culture Values
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The Methodist Hospital Group (7502) - 2004
LEGENDUnderline = PV & CC match P = Positive I = IndividualRed = PV, CC & DC match L = Potentially Limiting R = Relationship Red = CC & DC match (hollow dots) O = OrganizationalBlue = PV & DC match S = Societal
Personal Values Current Culture Values Desired Culture Values
Graphic Representations
Different ways of sharing information
General Hospital (509)
Cultural Transformation ToolsValues Assessment
LEGENDUnderline = PV & CC match P = Positive I = IndividualRed = PV, CC & DC match L = Potentially Limiting R = Relationship Red = CC & DC match (hollow dots) O = OrganizationalBlue = PV & DC match S = Societal