Working ‘on’ or ‘in’ your organisational culture

 

Organisational Culture – Part 1

When we read about an association’s or charity’s culture in the media, all too often it is not a ‘good news’ story.

They don’t generally give out Walkley or Pulitzer awards to journalists for stories about innovative, caring, or ethical cultures. The news focus, therefore, skews towards corrupt, risky, toxic, or greedy cultures, and the directors and managers on whose watch that culture was created or allowed.

‘Organisational culture’ is an ephemeral concept. It means different things to different people, but also different things to any one of us depending on the circumstances.

We will have a different view about it as a ‘new hire’ than we have after years of service. We will also hold different perspectives within the same organisation depending on our role or ‘position’ within the organisation.

Working ‘on’ your culture

For some, culture is like the weather. It exists independently of anything we say or do, and we operate as best we can within it, whether it is ‘stormy’ or ‘fine’. Directors and managers however are held accountable for the effects of culture, especially if something goes wrong or someone gets hurt. It is therefore preferable that they work together to deliberately nurture their best possible organisational culture.

Both internal and external stakeholders know that what we pay attention to is what we care about. That is the true expression of our values – not what we say in glossy publications or online. Paying the right kind of attention to the right things is the key.

When reflecting on how to work on your ‘organisational culture’ (not just in it), it will be helpful first to ‘map the territory’ by coming to a shared view on your present culture compared with your desired one, and how this analysis relates to your organisation’s effectiveness. Understanding the elements, characteristics, and dimensions of your NFP culture is merely a first step in the process of exerting a positive influence.

Defining organisational culture

‘Organisational culture’ is commonly defined as the set of underlying values, beliefs, assumptions, and ways of acting and interacting which create the unique social and psychological environment of an organisation (Source: GothamCulture).

Daniel Coyle, the author of The Culture Code, offers another version:

“Culture is a set of living relationships working towards a shared goal. it is not something you are, it’s something you do.”

Elements of Culture

Johnson and Scholes devised the cultural web model (included in the header image above) to outline the complex interaction of the major dimensions through which culture is expressed. In their model, those cultural elements which interact to create a paradigm, or prevailing climate, are:

• Stories
• Symbols
• Power structures
• Organisational structures
• Control systems, and
• Rituals and routines

The values, beliefs, and assumptions of the individuals and groups within the organisation, and their behaviour, are not highlighted in this model, but rather implied.

Cultural orientations

The cultural ‘climate’ can also be modified by shifting the emphasis placed on certain attitudes, or orientations, as suggested in the work of O’Reilly et al, and Hofstede et al. These shifts will be designed to promote certain behaviours and sanction others.

The key domains in which the attitudes of the board and management can affect the culture of an organisation (set the tone) have been identified as follows:

• Innovation (Risk Orientation).
• Attention to Detail (Precision Orientation).
• Emphasis on Outcome (Achievement Orientation).
• Emphasis on People (Fairness Orientation).
• Teamwork (Collaboration Orientation).
• Aggressiveness (Competitive Orientation).
• Stability (Rule Orientation).

These orientations are based on factors explored in:

O’Reilly, C., & Chatman, J., & Caldwell, D. (1991). People and Organizational Culture: A Profile Comparison Approach to Assessing Person-Organization Fit. Academy of Management Journal. 34. 487-516, and

Chatman, J., & Jehn, K., Assessing the Relationship between Industry Characteristics and Organizational Culture: How Different Can You Be? The Academy of Management Journal, Vol. 37, No. 3 (Jun., 1994), pp. 522-553

Hofstede’s Cultural Dimensions, offer an alternative set of focal areas in which directors and managers can set the orgaisational ‘tone’. In their model, calibration can be achieved within a spectrum of possibilities for each of the featured domains.

• Power distance
• Collectivism Vs Individualism
• Uncertainty Avoidance
• Femininity Vs Masculinity
• Short-term Vs Long-term
• Restraint Vs Indulgence

These two sets of orientations provide the other two faces of the Organisational Culture Cube in the header image above.

Model mashups

The header image juxtaposes three organisational culture models related to the elements and dimensions of culture, each of which refers to somewhat different cultural factors or orientations.

Traditional cube charts seek to suggest specific relationships ‘inside the cube’ between each of the factors or variables identified on the three outer faces. In the case of the cube in the header image, and the two below, the implied relationships between factors and variables are not so much a matter of locating points of intersection between three specific criteria or factors (one from each set). Instead, the ‘mashups‘ offer potential catalysts for reflection on how quite different perspectives might need to be accommodated when seeking to improve culture via governance and management measures.

The three model mashups selected here involve just nine of the many cultural models and frameworks that have been devised over the years to help practitioners and academics better understand organisational culture, and to engage with it more constructively. As a thought experiment that seeks further insights for your organisation, you could try juxtaposing these nine models in different combinations, or in combination with other models you are familiar with.

The organisational culture series

This introductory post is the first in a series on organisational culture (and behaviour), which is a vast and complex field. Future posts will include reflections on:

• the various lenses through which culture may be viewed
• some of the metaphors (in addition to ‘the weather’) we use to characterise organisational cultures, and
• some insights offered by ‘anthropo-morphising’ the organisation.

See also:

Multi-focal Views of Organisational Culture

Choosing an organisational metaphor? Choose wisely!

Organisational mindfulness

Golden means or ends?

What? So What? and Now What? – your reflective practice guide

Hofstede, G., Hofstede, GJ., and Minkov, M., Cultures and Organisations: Software of the Mind, McGraw Hill, 2010

Coyle, D., The Culture Code: The secrets of highly successful groups, Cornerstone Digital, 2018

https://www.pearson.com/us/higher-education/program/Robbins-Organizational-Behavior-Plus-2019-My-Lab-Management-with-Pearson-e-Text-Access-Card-Package-18th-Edition/PGM2703216.html

https://www.pearson.com/uk/educators/higher-education-educators/program/Mullins-Organisational-Behaviour-in-the-Workplace-12th-Edition/PGM2586147.html

https://tinyurl.com/yck3b8eu

Self-Organization

 

 Gennaro Cuofano 

Self-organization is a natural process where systems autonomously arrange themselves. It exhibits emergent patterns and decentralizes control. Mechanisms include feedback loops and adaptation, offering benefits like efficiency and resilience. Challenges involve coordination and control. It finds applications in biological systems and engineering, with examples in ant colonies, neural networks, and traffic flow.

Characteristics:

• Emergence: Emergent patterns arise from local interactions among system components, often unpredictable from individual behaviors.
• Decentralization: Self-organizing systems distribute control among components, reducing the reliance on a central authority.

Mechanisms:

• Feedback Loops: Positive and negative feedback loops play a critical role in regulating system behavior. Positive feedback amplifies existing trends, while negative feedback stabilizes deviations.
• Adaptation: Systems continuously adjust their structure or behavior in response to changing conditions, ensuring they remain well-suited to their environment.

Benefits:

• Efficiency: Self-organization often leads to efficient resource allocation and problem-solving, as systems adapt to optimize their functions.
• Resilience: Self-organizing systems tend to be more resilient and adaptable, as they can react to disturbances and recover quickly.

Challenges:

• Coordination: Achieving effective coordination among decentralized components can be challenging, as there is no central authority to enforce decisions.
• Control: Maintaining control in self-organizing systems may be difficult, especially when dealing with emergent behaviors.

Implications:

• Biological Systems: Self-organization is observed in biological systems, such as ant colonies, where ants cooperate to find food and manage their colonies.
• Engineering: Engineers apply self-organization principles in various fields, including distributed computing, where nodes collaborate to perform tasks, and network design for optimizing data flow.

Examples:

• Ant Colony: Ants collectively organize tasks, such as foraging for food, through local interactions and chemical signals.
• Neural Networks: In the brain, neurons self-organize into complex networks to process information and facilitate learning.
• Traffic Flow: Traffic patterns emerge from the interactions of individual vehicles, with drivers adjusting their speed based on local conditions.

Importance:

• Adaptive Systems: Self-organization is crucial in creating adaptive systems capable of responding to dynamic environments effectively.
• Resource Optimization: It aids in optimizing resource allocation, leading to more efficient use of resources.
• Resilience: Self-organizing systems exhibit resilience in the face of disruptions, making them valuable in various domains.

Case Studies

• Social Insects: Beyond ants, other social insects like bees and termites exhibit self-organization in tasks like building complex hives and finding food.
• Bird Flocking: Birds form intricate flocking patterns in the sky without a central leader, relying on simple rules and local interactions.
• Cellular Automata: In computational models like Conway’s Game of Life, complex patterns emerge from the interactions of simple cell-based rules.
• Swarm Robotics: Groups of autonomous robots collaborate to achieve tasks like exploration, search and rescue, and environmental monitoring.
• Traffic Signal Synchronization: Traffic lights can self-optimize to reduce congestion by adjusting their timing based on real-time traffic conditions.
• Economic Markets: Financial markets demonstrate self-organization as prices adjust based on the collective actions of buyers and sellers.
• Online Social Networks: Online communities exhibit self-organization as users form connections and create emergent structures like trending topics.
• Ecosystems: Ecosystems self-organize as species interact, leading to the formation of food webs and the efficient allocation of resources.
• Synchronization in Fireflies: Firefly species synchronize their flashing patterns through local interactions to attract mates.
• Bacterial Biofilms: Bacterial cells organize into biofilms, which provide protection and facilitate nutrient sharing.

Key Highlights

• Emergence: Self-organization leads to the spontaneous emergence of complex structures or behaviors from simple interactions among individual components.
• Decentralization: It operates without centralized control or a governing authority, relying on local interactions and feedback mechanisms.
• Simplicity of Rules: Complex behaviors arise from the application of simple rules or principles at the local level.
• Robustness: Self-organizing systems often exhibit robustness and adaptability in the face of disturbances or changes in their environment.
• Efficiency: It can lead to efficient resource utilization and problem-solving, as seen in traffic management or ant colonies.
• Applications: Self-organization is applied in various fields, including biology, physics, computer science, and social sciences.
• Natural Examples: Examples abound in nature, from flocking birds and schooling fish to cellular automata modeling.
• Technological Applications: It is used in technologies like swarm robotics, decentralized computing, and traffic control systems.
• Economic Systems: Self-organization plays a role in economic systems, where prices and market behaviors emerge from individual actions.
• Societal Impact: Understanding self-organization can have implications for improving urban planning, disaster response, and resource management.

https://tinyurl.com/bddp6p7b

Management Functions and Organisational Processes. Block-2 Managerial Processes-I. Unit 5 - Organasing

 

https://tinyurl.com/4862aybs

Great Leaders Build Positive Cultures - Here's How

 

In today's edition, we're diving into building positive cultures that last using the:

‘ABCs of a Positive Culture.'

Some may feel these are “basic”, and that’s exactly right.

Too many leaders are chasing after the latest “shiny new toy” and ideas.

Perfecting the fundamentals and basics of business will have you winning.

Repeatedly.

1. Appreciate

   Why: Recognition fuels motivation and affirms the value of team members' contributions.

   Question: How can I more consistently recognize and show appreciation for the efforts of my team?

2. Balance

   Why: A balance between work and personal life is crucial for long-term productivity and employee satisfaction.

   Question: What policies can I implement to ensure my team has a healthy work-life balance?

3. Collaborate

   Why: Collaboration fosters a sense of community and leads to more innovative solutions.

   Question: How can I create an environment that encourages more open collaboration among team members?

4. Develop

   Why: Personal and professional growth opportunities help retain top talent and improve team capabilities.

   Question: What development opportunities can I provide to help each team member grow?

5. Engage

   Why: Engaged employees are more productive, happier, and contribute positively to the company culture.

   Question: How can I engage employees in a way that aligns with their personal goals and the goals of the organization?

6. Fulfillment

   Why: Work fulfillment leads to higher job satisfaction, better performance, and lower turnover.

   Question: How can I align work tasks with the passions and strengths of my team members for greater fulfillment?

7. Generosity

   Why: Generosity in leadership builds trust and shows that the company values more than just profit.

   Question: In what ways can I demonstrate generosity towards my team and the community?

8. Health

   Why: Prioritizing employee well-being leads to a healthier, more productive workforce.

   Question: What can I do to prioritize and improve the health and well-being of my employees?

9. Innovation

   Why: A culture that values innovation stays competitive and adapts to changing markets.

   Question: How can I foster a culture where innovative ideas are welcomed and explored?

10. Joy

    Why: Joy at work improves morale and reduces stress, leading to a more harmonious workplace.

    Question: What can I do to bring more joy and positivity into the daily work experience?

11. Kinship

    Why: Strong interpersonal connections create a supportive atmosphere that can improve collaboration and job satisfaction.

    Question: How can I encourage stronger personal bonds and a sense of kinship within my team?

12. Leadership

    Why: Effective leadership inspires and guides teams towards achieving shared goals.

    Question: How can I improve my leadership to be more inspiring and supportive for my team?

13. Merit

    Why: Recognizing and rewarding merit ensures that hard work is acknowledged, encouraging continued effort and excellence.

    Question: How do I ensure that recognition and rewards are fairly distributed based on merit? 

14. Nurturing

    Why: Nurturing leads to a supportive environment where employees feel valued and encouraged to develop their skills and careers.

    Question: What strategies can I employ to nurture talent within my team and help each individual realize their potential?

15. Optimism

    - Why: An optimistic outlook can be contagious, fostering a positive work environment and helping teams overcome challenges.

    - Question: How can I model and encourage a consistently optimistic attitude within my team?

16. Purpose

    Why: When employees understand the purpose behind their work, they are more motivated and engaged.

    Question: How can I communicate the company's vision and the purpose of our work more clearly to everyone on the team?

17. Quest

    Why: A shared quest or goal gives everyone a clear direction and a sense of being part of something larger than themselves.

    Question: What collective goals can we set that will inspire and challenge my team?

18. Rally

    Why: The ability to rally a team can lead to increased unity and a willingness to tackle tough challenges together.

    Question: How can I better motivate and unite my team, especially in times of difficulty?

19. Synergy

    Why: Synergy allows for the combination of different strengths and talents to achieve better outcomes.

    Question: How can I facilitate a work environment that maximizes the synergy between different team members?

20. Thrive

    Why: Creating a work environment where employees can thrive is essential for long-term success and innovation.

    Question: What changes can I make to ensure that my team members are not just surviving, but thriving?

21. Uplift

    Why: Leaders who uplift their employees can foster resilience and a positive mindset throughout the organization.

    Question: How can I provide more support and positive reinforcement to uplift those I lead?

22. Vitality

    Why: A vibrant and energetic workplace is often a productive and innovative one.

    Question: What initiatives can I introduce to inject more vitality into our work environment?

23. Wellness

    Why: Addressing overall employee wellness contributes to a happier, healthier, and more engaged team.

    Question: What wellness programs or initiatives can I implement to support the overall well-being of my team?

24. eXcellence

    Why: Striving for excellence sets a high standard for performance and results.

    Question: How can I encourage a culture of excellence without fostering an environment of undue stress?

25. Yes-and

    Why: The "Yes-and" approach encourages building on ideas, fostering creativity and inclusion.

    Question: How can I incorporate the "Yes-and" philosophy to encourage more creativity and collaboration in meetings and projects

26. Zest

    Why: Injecting energy and enthusiasm into work can transform the work experience and drive better performance.

    Question: How can I bring more zest and enthusiasm into the leadership style and the company culture?

Balance (B)

I was hired to help a marketing team that was facing high turnover rates.

Employees were putting in long hours, including weekends, to meet project deadlines.

The intense pace led to burnout and dissatisfaction.

Realizing the unsustainable nature of this work pattern, I noticed the negative impact not only on the well-being of my employees but also on the quality of work being produced.

Team members were often fatigued, morale was low, and creativity suffered as a result.

To address this, I had the company implement a mandatory "no work" policy on weekends and established flexible working hours.

I also had them introduce 'mental health days' to encourage employees to take time off when needed without dipping into their vacation days.

I helped them create a project timelines process where timelines were reevaluated to be more realistic, involving team input.

As a result, employees felt more rested, the quality of work improved, turnover rates decreased, and the overall workplace atmosphere became more positive.

Engage (E)

I was contracted to help a customer service department that was experiencing low employee engagement scores.

The repetitive nature of the work led to a lack of enthusiasm, and employees felt their jobs were monotonous and unchallenging.

This lack of engagement was reflected in the quality of service provided to customers, with a noticeable drop in customer satisfaction ratings.

I helped the company recognize that disengaged employees could not deliver the high level of service expected.

I helped the company revamp its approach by instituting a rotation system where customer service representatives could spend part of their time working with different departments, such as marketing, sales, fulfillment, and product development.

This cross-functional experience not only broadened their skills but also gave them a better understanding of the company as a whole.

Additionally, I helped them implement regular "innovation sessions" where employees could pitch ideas to improve customer service.

These changes led to an increase in engagement scores, a more dynamic work environment, and ultimately, higher customer satisfaction.

Leaders want positive cultures.

Employees want positive cultures.

Everyone wants a positive culture.

⬇️ But here’s the real transformation: ⬇️

Convert those wants into daily deeds that you can see and measure.

Do this over the next 4 days:

Day 1: Give Praise.

• Start your day by publicly acknowledging a job well done by a colleague or team member.

• Make it specific to something they've recently achieved.

• ChatGPT Prompt for Ideas: "Help me draft a personalized commendation for a team member who has gone above and beyond in their recent project. I want to highlight their specific contributions and how it has positively impacted our team. Here are their specific contributions [add contributions]"

Day 2: Offer Support.

• Find an opportunity to assist a colleague with a challenge they're facing.

• Whether it's offering your time, advice, or simply lending an ear.

• ChatGPT Prompt for Ideas: "I'd like to offer support to a colleague who is struggling with their workload. What are some thoughtful ways I can propose my assistance without overstepping boundaries?"

Day 3: Share Knowledge.

• Share an article, tool, or resource that has helped you in your work with your team.

• Explain how it helped you and how it might benefit them.

• ChatGPT Prompt for Ideas: "I came across a very insightful article on [subject relevant to the team's work]. Can you help me summarize the key points and suggest how it could be useful to my team members?"

Day 4: Random Acts of Kindness.

• Perform a small, unexpected act of kindness for someone in your workplace.

• This could be as simple as bringing them a beverage/snack or sending a note of appreciation. Styles points for handwritten notes!

• ChatGPT Prompt for Ideas: "I'm planning to do a small act of kindness for someone at work. Could you give me some creative ideas that are workplace-appropriate and would brighten up their day?"

Remember, a single act of generosity can ripple through an entire organization.

Be that ripple, and create waves each day!

As we close this edition of our journey towards cultivating a positive culture, I invite you to carry with you a powerful realization:

• The culture of any organization is not shaped by words on a mission statement, but by the daily actions of each one of us. 

Every gesture of kindness, every moment of understanding, and every act of courage to do the right thing, weaves the fabric of a work environment where everyone thrives.

As you step forward into your daily routines, hold onto the belief that your actions, no matter how small, have the power to transform and uplift.

Until next week and with lots of love,

Justin

https://tinyurl.com/6f6wwpwu