The DNA of a Highly Engaged Culture Presented by: Dr. Linda Klonsky Dr. Elizabeth Scott The Chicago School of Professional Psychology
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The DNA of a Highly Engaged CulturePresented by:
Dr. Linda KlonskyDr. Elizabeth Scott
The Chicago School of Professional Psychology
WhatwesaywebelieveaboutourcultureandhowweshouldactEspousedtheory
TheoryinuseWhatwereallybelieveanddo
Argyris &Schon
TheDNAofCultureoccursatthreelevelsoftheorganization:1)Visibleartifacts2)Espousedvalues3)Underlyingassumptions
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5
10
15
20
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30
35
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
Gallup Engagement Study Results
% of Engaged Employees
TypesofCultureOrganizationalCultureInventory
ConstructiveStylesInteractingwithothersandapproachingtasksinwaysthatwillhelpthemtomeettheirhigher-ordersatisfaction needs
11AchievementEmployees are expected to set realistic goals and solve problems effectively
12Self-ActualizingEmployees are expected to gain enjoyment from their work and produce high-quality products/services
1Humanistic-EncouragingEmployees are expected to be supportive,constructive, and open to influencein dealing with others
2AffiliativeEmployees are expected to be friendly, open, and sensitive to the satisfaction of the work group
Organizational Sustainability
Passive/Defensive Styles
Interactingwithpeople inwaysthatwillnotthreatentheirownsecurity
3ApprovalEmployees are expected to agree with, gain the approval of, and be liked by others4ConventionalEmployees are expected to conform, follow the rules, and make agood impression5DependentEmployees are expected to do what they are told and clear all decisions with supervisors6AvoidanceEmployees are expected to shift responsibilities to others and avoid being blamed for mistakes
Organizational Vulnerability
Aggressive/Defensive Styles
Approachingtasks inforcefulwaystoprotecttheirstatusandsecurity
7 OppositionalEmployees are expected to gain status and influence by being critical and constantly challenging one another
8 PowerEmployees are expected to take charge and “control” others, and make decisions autocratically
9 CompetitiveEmployees are expected to operate in a “win-lose” framework and work against their peers to be noticed
10 PerfectionisticEmployees are expected to avoid making mistakes,work long hours, and keep “on top” of everything
Organizational Volatility
TypeofCulture ImpactofCulture
Constructive
HigherearningsPositivecustomerexperienceGreateremployeeengagementHigherproductivity
Passive/Defensive NoStatisticallySignificantCorrelation
Aggressive/Defensive Greatervolatility
SampleOrganization
INDIVIDUAL
MANAGEMENT
LEADERSHIP
TEAMS
ORGANIZATION
SampleOrganization
ORGANIZATION
MANAGEMENT
INDIVIDUAL
TEAMS
LEADERSHIP
Constructive
Aggressive
Passive
Constructive
Aggressive
Passive
Whatcolorisyourculture?
Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D. Copyright © 1973-2015 by Human Synergistics International. All Rights Reserved.
Copyright © 2015 by Human Synergistics International. All Rights Reserved.
9
CULTURE
A C C R E D I TAT I O N W O R K S H O P humansynergistics.com
How Culture Works
AssumptionsEspoused Values
PhilosophyMission
GoalsStrategy
Individual Level
Group Level
Organisational Level
Systems
Structures
Technology
Skills/Qualities
Ideal Culture: The preferred culture represents the organization’s values in terms of the behaviors that members believe should be expected and
encouraged to maximize the organization’s effectiveness.
Mission and Philosophy:7KH�H[WHQW�WR�ZKLFK�WKH�RUJDQL]DWLRQ�KDV�VXFFHVVIXOO\�GHÀQHG�LWV�LGHQWLW\�DQG�YDOXHV�WR�LWV�PHPEHUV��KRZ�FOHDUO\�WKH\�DUH�DUWLFXODWHG�to members, and their focus with respect to customers.
Causal Factors:These Causal Factors include the structures, systems, technology, and skills/qualities that drive or shape the Current (operating)
FXOWXUH�DQG�LQÁXHQFH�HIIHFWLYHQHVV��:KHQ�WKHVH�IDFWRUV�DUH�DOLJQHG�ZLWK�WKH�RUJDQL]DWLRQDO�YDOXHV�H[SUHVVHG�LQ�WKH�,GHDO�FXOWXUH��the Current culture will look similar to the Ideal culture. However, when these factors are not consistent with the stated values, the
Current culture is disconnected from the Ideal and is more likely to be Defensive rather than Constructive.
Operating Culture:The current organizational culture is measured in terms of norms and expectations (i.e., the behavioral styles that members report
as being encouraged and reinforced within the organization) that guide them in how they should approach their work and interact
with each other.
Outcomes:An organization’s operating culture is one of the key factors that determine its effectiveness—especially over the long term. These
RXWFRPHV�UHÁHFW�FXUUHQW�HIIHFWLYHQHVV�DQG�WKH�LPSDFW�RI�FXOWXUH�DW�WKH�LQGLYLGXDO��H�J���HQJDJHPHQW���JURXS��H�J���WHDPZRUN���DQG�organizational (e.g., adaptability) levels.
Focus
Instrument
Measuring
Ideal Culture Causal Factors Current Culture Outcomes
OCI-Ideal OEI OCI OEI
Values and Beliefs Levers for Change Norms and Expectations Effectiveness
Research and Development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D.
TheCultureWeWant(OurIdeal)
CurrentCulture
HowCultureWorks
Copyright © 2015 by Human Synergistics International. All Rights Reserved.
9
CULTURE
A C C R E D I TAT I O N W O R K S H O P humansynergistics.com
How Culture Works
AssumptionsEspoused Values
PhilosophyMission
GoalsStrategy
Individual Level
Group Level
Organisational Level
Systems
Structures
Technology
Skills/Qualities
Ideal Culture: The preferred culture represents the organization’s values in terms of the behaviors that members believe should be expected and
encouraged to maximize the organization’s effectiveness.
Mission and Philosophy:7KH�H[WHQW�WR�ZKLFK�WKH�RUJDQL]DWLRQ�KDV�VXFFHVVIXOO\�GHÀQHG�LWV�LGHQWLW\�DQG�YDOXHV�WR�LWV�PHPEHUV��KRZ�FOHDUO\�WKH\�DUH�DUWLFXODWHG�to members, and their focus with respect to customers.
Causal Factors:These Causal Factors include the structures, systems, technology, and skills/qualities that drive or shape the Current (operating)
FXOWXUH�DQG�LQÁXHQFH�HIIHFWLYHQHVV��:KHQ�WKHVH�IDFWRUV�DUH�DOLJQHG�ZLWK�WKH�RUJDQL]DWLRQDO�YDOXHV�H[SUHVVHG�LQ�WKH�,GHDO�FXOWXUH��the Current culture will look similar to the Ideal culture. However, when these factors are not consistent with the stated values, the
Current culture is disconnected from the Ideal and is more likely to be Defensive rather than Constructive.
Operating Culture:The current organizational culture is measured in terms of norms and expectations (i.e., the behavioral styles that members report
as being encouraged and reinforced within the organization) that guide them in how they should approach their work and interact
with each other.
Outcomes:An organization’s operating culture is one of the key factors that determine its effectiveness—especially over the long term. These
RXWFRPHV�UHÁHFW�FXUUHQW�HIIHFWLYHQHVV�DQG�WKH�LPSDFW�RI�FXOWXUH�DW�WKH�LQGLYLGXDO��H�J���HQJDJHPHQW���JURXS��H�J���WHDPZRUN���DQG�organizational (e.g., adaptability) levels.
Focus
Instrument
Measuring
Ideal Culture Causal Factors Current Culture Outcomes
OCI-Ideal OEI OCI OEI
Values and Beliefs Levers for Change Norms and Expectations Effectiveness
Research and Development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D.
TheCultureWeWant(OurIdeal)
CurrentCulture
HowCultureWorks
Copyright © 2015 by Human Synergistics International. All Rights Reserved.
9
CULTURE
A C C R E D I TAT I O N W O R K S H O P humansynergistics.com
How Culture Works
AssumptionsEspoused Values
PhilosophyMission
GoalsStrategy
Individual Level
Group Level
Organisational Level
Systems
Structures
Technology
Skills/Qualities
Ideal Culture: The preferred culture represents the organization’s values in terms of the behaviors that members believe should be expected and
encouraged to maximize the organization’s effectiveness.
Mission and Philosophy:7KH�H[WHQW�WR�ZKLFK�WKH�RUJDQL]DWLRQ�KDV�VXFFHVVIXOO\�GHÀQHG�LWV�LGHQWLW\�DQG�YDOXHV�WR�LWV�PHPEHUV��KRZ�FOHDUO\�WKH\�DUH�DUWLFXODWHG�to members, and their focus with respect to customers.
Causal Factors:These Causal Factors include the structures, systems, technology, and skills/qualities that drive or shape the Current (operating)
FXOWXUH�DQG�LQÁXHQFH�HIIHFWLYHQHVV��:KHQ�WKHVH�IDFWRUV�DUH�DOLJQHG�ZLWK�WKH�RUJDQL]DWLRQDO�YDOXHV�H[SUHVVHG�LQ�WKH�,GHDO�FXOWXUH��the Current culture will look similar to the Ideal culture. However, when these factors are not consistent with the stated values, the
Current culture is disconnected from the Ideal and is more likely to be Defensive rather than Constructive.
Operating Culture:The current organizational culture is measured in terms of norms and expectations (i.e., the behavioral styles that members report
as being encouraged and reinforced within the organization) that guide them in how they should approach their work and interact
with each other.
Outcomes:An organization’s operating culture is one of the key factors that determine its effectiveness—especially over the long term. These
RXWFRPHV�UHÁHFW�FXUUHQW�HIIHFWLYHQHVV�DQG�WKH�LPSDFW�RI�FXOWXUH�DW�WKH�LQGLYLGXDO��H�J���HQJDJHPHQW���JURXS��H�J���WHDPZRUN���DQG�organizational (e.g., adaptability) levels.
Focus
Instrument
Measuring
Ideal Culture Causal Factors Current Culture Outcomes
OCI-Ideal OEI OCI OEI
Values and Beliefs Levers for Change Norms and Expectations Effectiveness
Research and Development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D.
TheCultureWeWant(OurIdeal)
CurrentCulture
HowCultureWorks
Copyright © 2015 by Human Synergistics International. All Rights Reserved.
9
CULTURE
A C C R E D I TAT I O N W O R K S H O P humansynergistics.com
How Culture Works
AssumptionsEspoused Values
PhilosophyMission
GoalsStrategy
Individual Level
Group Level
Organisational Level
Systems
Structures
Technology
Skills/Qualities
Ideal Culture: The preferred culture represents the organization’s values in terms of the behaviors that members believe should be expected and
encouraged to maximize the organization’s effectiveness.
Mission and Philosophy:7KH�H[WHQW�WR�ZKLFK�WKH�RUJDQL]DWLRQ�KDV�VXFFHVVIXOO\�GHÀQHG�LWV�LGHQWLW\�DQG�YDOXHV�WR�LWV�PHPEHUV��KRZ�FOHDUO\�WKH\�DUH�DUWLFXODWHG�to members, and their focus with respect to customers.
Causal Factors:These Causal Factors include the structures, systems, technology, and skills/qualities that drive or shape the Current (operating)
FXOWXUH�DQG�LQÁXHQFH�HIIHFWLYHQHVV��:KHQ�WKHVH�IDFWRUV�DUH�DOLJQHG�ZLWK�WKH�RUJDQL]DWLRQDO�YDOXHV�H[SUHVVHG�LQ�WKH�,GHDO�FXOWXUH��the Current culture will look similar to the Ideal culture. However, when these factors are not consistent with the stated values, the
Current culture is disconnected from the Ideal and is more likely to be Defensive rather than Constructive.
Operating Culture:The current organizational culture is measured in terms of norms and expectations (i.e., the behavioral styles that members report
as being encouraged and reinforced within the organization) that guide them in how they should approach their work and interact
with each other.
Outcomes:An organization’s operating culture is one of the key factors that determine its effectiveness—especially over the long term. These
RXWFRPHV�UHÁHFW�FXUUHQW�HIIHFWLYHQHVV�DQG�WKH�LPSDFW�RI�FXOWXUH�DW�WKH�LQGLYLGXDO��H�J���HQJDJHPHQW���JURXS��H�J���WHDPZRUN���DQG�organizational (e.g., adaptability) levels.
Focus
Instrument
Measuring
Ideal Culture Causal Factors Current Culture Outcomes
OCI-Ideal OEI OCI OEI
Values and Beliefs Levers for Change Norms and Expectations Effectiveness
Research and Development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D.
TheCultureWeWant(OurIdeal)
CurrentCulture
HowCultureWorks
DNA of a Highly Engaged Culture
Ideal Nonprofit Culture in the US
Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D. Copyright © 1973-2015 by Human Synergistics International. All Rights Reserved.
CurrentVs.Ideal
Current Culture Ideal Culture
HighConstructiveVs.Low
High Constructive
N=17
Low ConstructiveN=11
StudyIndustryProfilesChild/FamilyServices Community&CivicEngagement Disability DomesticViolence
Education Housing/Homelessness SocialServices
CultureInitiative
Brighter Strategies Cultural Initiative
N=8
No InitiativeN=20
So…
ClimatestudiesFocusGroups/InterviewsMotivationalactivitiesTrainingWorkgroupplanning
ClimatestudiesFocusGroups/InterviewsMotivationalactivitiesTrainingWorkgroupplanning
RestructuringJobredesignNewsystemsNewpolicies
ClimatestudiesFocusGroups/InterviewsMotivationalactivitiesTrainingWorkgroupplanning
RestructuringJobredesignNewsystemsNewpolicies
MissionrefocusLeadershipStrategyshiftsCulturechange
Whatyoucandotoproactivelychangethecultureofyourorganization?
CreateaSenseofUrgency
Establisha“GuidingCoalition”
DefineValuesandBehaviorsfortheCultureYouWant
“Thecultureofanyorganizationisshapedbytheworstbehaviortheleaderiswillingtotolerate.”Steve Gruenert andToddWhitaker,SchoolCultureRewired.
CommunicateConstantly
BuildInfrastructure,SystemsandTrainingtoSupportyourCulture
Questions,Comments,Thoughts?
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