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Culture for ……………Robert A. Cooke, Ph.D.September 2016
©2015 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D
The Emerging Importance of Culture
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©2015 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D
Organisational Culture: Then and Now
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Understanding Low Medium
Recognition by leaders Low High
Perceived Impact Low High
1980’s 2010’s
©2015 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D
Outcome- or Problem-Specific Cultures
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Outcome
Culture for ……….
Culture of ………..
……………Culture
Diversity
Culture for Diversity
Culture of Respect
Inclusive Culture
Change
Culture for Innovation
Culture of Change
Adaptive Culture
Quality
Culture for Quality
Culture of Care
Service Culture
Development
Culture for Learning
Culture of Knowledge
Performance/Dev. Culture
Risk
Culture for Risk Mgmt.
Culture of Compliance
Risk Culture
High Reliability
Culture for Reliability
Culture of Wellness
Safety Culture
©2015 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D
Example: Safety Culture
We don’t need an add-on safety culture. We must ensure an overall culture within the organization that embraces and manages safety the same way as the rest of the business.
“Skipper” Kendrick
Each organization has its own unique culture, which is the controlling factor of employees’ beliefs when it comes to safety….the overall culture of a company is the driving factor for safety, not the other way around.
James Leemann, Ph.D. Industrial Safety & Hygiene News 2013
http://www.ishn.com/articles/96992-safey-culture-controversy5
©2015 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D
Emphasizing Organisational Culture
By “nesting” problem- or outcome-specific cultures within the larger
organisational culture, leaders ….
-maintain the organization’s identity and cohesiveness;
-promote continuity of values, norms and change initiatives;
-minimize members’ role conflict;
-ensure that the desired outcome is consistent with the mission.
New problems and priorities are opportunities to
-mobilize and reinforce the current operating culture (and/or)
-make salient and operationalize the Ideal culture
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©2015 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D
Organizational Culture Inventory
The OCI measures norms and expectations for
behaviors that positively or negatively affect
members’ ability, individually and collaboratively, to
solve problems related to
-integration,
-adaptation. and
-task performance.
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©2015 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D
The Culture Circumplex
The Conceptual
FrameworkConstructive
Passive/
Defensive
Aggressive/
Defensive
PeopleTasks
Satisfaction
Security
©2015 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D
Ideal versus Current Culture
• Please think about the behaviors that ideally
should be expected and encouraged in your
organization to maximize its effectiveness.
• Using the response options “1 =not at all”
to “5=to a very great extent,” indicate the
extent to which members should be
expected to:
• Point out flaws
• Show concern for the needs of others
Ideal (Values)
Current (Norms)
• Think about what it takes to “fit in” and meet
expectations in your organisation.
• Using the response options “1 =not at all” to
“5=to a very great extent,”
indicate the extent to which you and people
like yourself are expected or implicitly
required to:
• Point out flaws
• Show concern for the needs of others
©2015 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D
OCI NormsHigh Quality
and
Acceptance
+
Low Quality
and
Acceptance
—
Mixed
Quality and
Acceptance
?
and Problem SolvingEffectiveness
©2015 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D
Extending the OCI to Specific Problems
-Re-administer the OCI-Ideal
(referring respondents to the problem or outcome of interest)
-Correlate OCI data with outcome measures
(to confirm the relevance of the cultural styles)
-Identify outcome- or problem-specific behaviors
(for each of the 12 OCI styles)
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©2015 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D
Extending the OCI Styles to Diversity
Constructive Cultural Styles
-Identify specific Constructive behaviors that should be
expected and, if practiced, would bring together diverse
groups and increase feelings of inclusion.
Passive/ & Aggressive/Defensive Cultural Styles
-Identify specific Defensive behaviors that should be
discouraged to minimize counter-productive conflict and
feelings of exclusion.
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©2015 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D
Achievement (Constructive)
Organisational Culture (OCI)
-think ahead and plan
-pursue a standard of excellence
Culture for Diversity and Inclusion (CDI)
-identify common goals that unify the efforts of diverse
groups and individuals
-view differences as a source of ideas rather than conflict
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©2015 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D
Conventional (Passive/Defensive)
Organisational Culture (OCI)
-treat rules as more important than ideas
-always follow policies and practices
Culture for Diversity and Inclusion (CDI)
-avoid confronting the system and the current way of doing things
-blend into the dominant culture (so as not to attract attention)
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©2015 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D
Oppositional (Aggressive/Defensive)
Organisational Culture (OCI)
-oppose new ideas
-be hard to impress
Culture for Diversity and Inclusion (CDI)
-”put down” ideas and suggestions offered by members
of other groups
-attribute others’ successes to their race, sex, or age
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©2015 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D
Embedded Cultures
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Safety
Quality
DiversityLearning
Innovation
Organisational Culture
©2015 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D
In Conclusion
Benefits of a Constructive Organisational Culture
encompassing “Cultures for….”
-Defensive dimensions of “Cultures for….” are neutralized
-Extreme deviations are detected and corrected
-Switching between “Cultures for….” is facilitated
-Differentiated “Cultures for….” are integrated
-The Organisation’s Culture is predominant and legitimates
each “Culture for ….”
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