CultureMaker Cravey · 2018. 4. 14. · Rituals, Ceremonies, Symbols/Signs, etc. ... •Routines –How do people routinely behave towards each other in relation to employee concerns;

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Culture Maker

Influencing Employee Behavior & Decision Making

What is it?

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“Organizational Culture is an enduring set of values, beliefs, and assumptions” that drive behaviors and decision making in the organization.  

Dejoy Model

Safety culture is the core values and behaviors resulting from a collective commitment by leaders and individuals to emphasize safety over competing goals to ensure protection of people and the environment. (NEI 09‐07) 

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Artifacts: Tangible Manifestations of Culture

Org Structures, Physical Environment, Language, Stories/Myths, Heroes, Rituals, Ceremonies, Symbols/Signs, etc.

Espoused Values & Beliefs

Adopted or Supported Ethical Statements of Rightness 

Underlying Assumptions: Source of Values & Actions

Unconscious, Taken for Granted Beliefs, Perceptions,                          Thoughts and Feelings

Source: Schein

What to Look For When Assessing Culture

• Routines – How do people routinely behave towards each other in relation to employee concerns; and, what routinely occurs with regards to ECP management

• Rituals – How does your organization reinforce behaviors to report & address concerns

• Stories – What messages are transmitted by employee’s stories about employee concerns  

• Symbols – What symbols are used to communicate the importance of employee concerns

• Power – What beliefs about employee concerns are held by the company’s leadership and how does this translate into practice  Source: Cooper

What to Look For When Assessing Culture

• ECP Structures – What formal and informal ECP mechanisms are in place

• ECP Controls – What does your organisation measure, monitor and reinforce

• Espoused Values – A summary description of your company’s actual ECP philosophy

• Underlying Assumptions – Observe behaviors and decisions in the organization related to the reporting and addressing of concerns; talk with individuals about their motivation for action/inaction or decisions/indecisions – seek to find the true drivers that are influencing behaviors and decisions

Source: Cooper

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Change the Culture, Change The Game

Source: Conners & Smith

Change Starts Here

Not Here

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Culture Change is Easier Said than Done

Ingredients for Culture Change

1. Share an understanding of the core mission2. Develop consensus on goals3. Develop consensus on means to attain goals

(e.g., structures & rewards)4. Develop consensus on the criteria used in

measuring the goals5. Develop consensus on remedial repair if goals

are not met Source: Schein

Leadership & Followership

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Followership

1. The courage to assume responsibility

2. The courage to serve

3. The courage to challenge

4. The courage to participate in transformation

5. The courage to take moral action

Source: Chaleff

Culture Maker

Influencing Employee Behavior & Decision Making

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Contact Info

Kristopher J. Cravey, PhDVice President, Day & ZimmermannAdjunct Professor, Graduate Program of Business & Leadership, Messiah [email protected]