Effecting Effecting Cultural ChangeCultural ChangeSession 1: 12.00 – 13.15Session 1: 12.00 – 13.15

JISC Joint Programmes MeetingJISC Joint Programmes MeetingBrightonBrighton

7 July 20047 July 2004

John WebbJohn Webb

2

What is What is organisational organisational

culture?culture?

““the way we do things around here”the way we do things around here”

values, beliefs and attitudesvalues, beliefs and attitudes

the sum of behaviours, styles, ways of workingthe sum of behaviours, styles, ways of working

you know it when you don’t conform to it - “counter-you know it when you don’t conform to it - “counter-

cultural”cultural”

it outlives the stay of individualsit outlives the stay of individuals

It is largely intangible and invisible, but very powerful

3

Each individual’s Each individual’s values and beliefs are values and beliefs are affected by a range of affected by a range of

influencesinfluences

National/Regional

Institutional

Professional

The things an HE/FE institution stands for, promotes, reinforces

The things each individual believes, stands for, practices etc, derived from their discipline and professional background

The things that individuals and groups believe and stand for because of their national/regional background

There are others but these There are others but these are three of the key onesare three of the key ones

4

What is it valid to What is it valid to try and change?try and change?

National/Regional

Institutional

Professional

We can legitimately consider and seek to influence these in HE/FE, if necessary

We need to think clearly about this boundary and to respect other people’s values in this domain We can’t change We can’t change

everythingeverything

There is little we can do in this area

5

Where does the Where does the JISC fit in?JISC fit in?

National/Regional

Institutional

Professional

We can influence, We can influence, but not drive but not drive

culture changeculture change

JISC programmes

6

What we may see of values and culture

•Values•Beliefs

Shapers eg:•Vision, purpose and strategy•Leadership actions•Performance measures•People practices•Structure

•Climate•Norms•Symbols•Expectations

•Behaviours•Decisions

•Performance

Where do we find culture in Where do we find culture in an organisation or group?an organisation or group?

The “content” - largely invisible

How values are reflected and reinforced in an organisation

The consequences in terms of the organisation’s success

Evidence of culture is Evidence of culture is often subtle, but it has often subtle, but it has

a strong influence on a strong influence on performance performance

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Culture is therefore Culture is therefore central to...central to...

•Values•Beliefs

...acceptance of the benefits that JISC programmes and projects seek to provide

Shapers eg:•Vision, purpose and strategy•Leadership actions•Performance measures•People practices•Structure

...the way institutions and professions promote, support, embed and incentivise use of JISC programmes by staff

•Climate•Norms•Symbols•Expectations

•Behaviours•Decisions

...how HE/FE staff perceive JISC projects and support or ignore them

•Performance

...take-up and use

……the acceptance the acceptance and embedding of and embedding of

JISC projectsJISC projects

8

Can you change Can you change culture?culture?

Yes, but it’s a long process - 3-5 yearsYes, but it’s a long process - 3-5 years

You must have a clear idea of where you want to get to You must have a clear idea of where you want to get to Change for change’s sake doesn’t workChange for change’s sake doesn’t work

Build the case for changeBuild the case for change Start with the values and beliefs – sell the benefits and challenge the mythsStart with the values and beliefs – sell the benefits and challenge the myths

Have a clear idea of the behaviours you are aiming forHave a clear idea of the behaviours you are aiming for What values underlie embedding, using, exchanging, contributing?What values underlie embedding, using, exchanging, contributing?

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Fortunately, we have some Fortunately, we have some big things going for usbig things going for us

We are not talking about changing the whole culture of We are not talking about changing the whole culture of HE/FE institutions – we can focus more clearlyHE/FE institutions – we can focus more clearly

The world-wide trend of technology adoption and The world-wide trend of technology adoption and information exchange is supportive – we are working information exchange is supportive – we are working with the flow of values and beliefswith the flow of values and beliefs

JISC projects are based in and part of the HE/FE JISC projects are based in and part of the HE/FE community – there are shared underlying valuescommunity – there are shared underlying values

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What are the cultural barriers to take-What are the cultural barriers to take-up of JISC projects and services?up of JISC projects and services?

Group Exercise – 20 minutesGroup Exercise – 20 minutes In 3 groups:In 3 groups:

ExamplesExamples: Find 3 examples of barriers to the take-up of : Find 3 examples of barriers to the take-up of projects/servicesprojects/services

EvidenceEvidence: What did you notice that made you aware of the barrier e.g:: What did you notice that made you aware of the barrier e.g: a symbola symbol something that was saidsomething that was said an attitude or way of behavingan attitude or way of behaving a decision (or failure to decide)a decision (or failure to decide)

ShapersShapers: what might be shaping that behaviour? e.g: : what might be shaping that behaviour? e.g: an institutional policyan institutional policy an incentive, (or lack of incentive)an incentive, (or lack of incentive) A lack of resourcesA lack of resources

Values/BeliefsValues/Beliefs: What do you think was the underlying value or belief?: What do you think was the underlying value or belief?

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Summarise your discussion on a flip chartSummarise your discussion on a flip chart

Example of Example of barrierbarrier

EvidenceEvidence Possible Possible shaper(s)shaper(s)

Underlying Underlying value/beliefvalue/belief

Reluctance to Reluctance to deposit L&T deposit L&T materials in materials in repositoryrepository

““I’m not sure I’m not sure it’s good it’s good enough”enough”““I haven’t I haven’t got time”got time”

Time spent is Time spent is not not recognised by recognised by institution institution

““It’s not my It’s not my job to provide job to provide materials for materials for others”others”

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Report backReport back

Briefly describe your resultsBriefly describe your results Keep them – they’ll be needed after lunchKeep them – they’ll be needed after lunch

LUNCH BREAKLUNCH BREAK

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Effecting Effecting Cultural ChangeCultural ChangeSession 2: 14.10 – 15.00Session 2: 14.10 – 15.00

JISC Joint Programmes MeetingJISC Joint Programmes Meeting

BrightonBrighton

7 July 20047 July 2004

14

How can we identify target How can we identify target areas for culture change?areas for culture change?

A A “say/do” matrix“say/do” matrix is a simple and powerful tool for is a simple and powerful tool for identifying what people think is important about how an identifying what people think is important about how an

organisation or group worksorganisation or group works establishing the gaps between what we say and what we doestablishing the gaps between what we say and what we do selecting priorities for culture changeselecting priorities for culture change

So what is a “say/do” matrix?So what is a “say/do” matrix?Slogan values

Managing values

Missing values

Accepted values_

SAY

+

+_ DO

How can we use the How can we use the matrix?matrix?

Develop a list of (say 30) values and beliefs that are important for Develop a list of (say 30) values and beliefs that are important for an institution or group to take up your project/service eg:an institution or group to take up your project/service eg: It’s good to share ideas with othersIt’s good to share ideas with others We are receptive to innovationWe are receptive to innovation Technology helps us to reduce costsTechnology helps us to reduce costs We encourage individual initiativeWe encourage individual initiative

Carry out a survey of the target group, eg:Carry out a survey of the target group, eg:

Value/belief Degree to which we say it’s important

Degree to which our decisions and actions show it’s important

•It’s good to share ideas with others•We are receptive to innovation•Technology helps us to reduce costs•We encourage individual initiative

A great deal A little A great deal A little

5 4 3 2 1 5 4 3 2 1

5 4 3 2 1 5 4 3 2 1

5 4 3 2 1 5 4 3 2 1

5 4 3 2 1 5 4 3 2 1

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Distribution of Say and Do for Each Group of Questions

G1

G3G6G2

G5G4

G7

2.00

2.50

3.00

3.50

4.00

4.50

5.00

2.00 2.50 3.00 3.50 4.00 4.50 5.00

Say

Do

Say Do

Group 1 - Clarity in communicating strategy and responsibilities 3.55 3.26

Group 2 - Managing effective work practices, teamwork 3.70 3.33

Group 3 - Treatment of staff as people, with openness and respect 3.70 3.33

Group 4 - Client service 4.09 3.81

Group 5 - Managing quality and risk 4.02 3.73

Group 6 - Availability of support and information 3.70 3.36

Group 7 - Avoiding error, failure, following standards 4.56 4.41

An example of results

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What’s important about What’s important about conducting a Say/Do survey?conducting a Say/Do survey?

Careful selection of list of supporting values/beliefs Careful selection of list of supporting values/beliefs Returns should be anonymous Returns should be anonymous Survey needs to be done quickly and effectively Survey needs to be done quickly and effectively Results will need simple analysis Results will need simple analysis and presentation to and presentation to

management management , , with feedback to staff with feedback to staff Results will indicate the priority areas Results will indicate the priority areas

It will help us identify values and It will help us identify values and beliefs which need attention…beliefs which need attention…

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……but it will not of itself but it will not of itself change the culturechange the culture

Changing culture requires communications, Changing culture requires communications, encouragement and reinforcement, rooted in the encouragement and reinforcement, rooted in the institution or professional group e.g.institution or professional group e.g.

clear policy statementsclear policy statements demonstrations and hands-on experience demonstrations and hands-on experience training opportunitiestraining opportunities building values into appraisal and feedback building values into appraisal and feedback incentives and rewardsincentives and rewards local championslocal champions role-modellingrole-modelling by peers and/or senior management by peers and/or senior management

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Let’s share some ideasLet’s share some ideas

Group exercise – 20 minutesGroup exercise – 20 minutes

Have you been aware of change in any culture you are familiar with? Have you been aware of change in any culture you are familiar with? Share the experience – what influenced you to change behaviour? Share the experience – what influenced you to change behaviour?

Look at your examples from previous exerciseLook at your examples from previous exercise For each underlying value/belief:For each underlying value/belief:

Is there a need to change/challenge it?Is there a need to change/challenge it? If so, what do you think would be better in its place?If so, what do you think would be better in its place?

For each “shaper” of behaviour:For each “shaper” of behaviour: Is it within our control?Is it within our control? If so, how might we change it?If so, how might we change it? If not, how could we influence it?If not, how could we influence it?

NB: No full report to plenary – just capture any “plums”NB: No full report to plenary – just capture any “plums”

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Conclusion: Some critical success Conclusion: Some critical success factors for effecting culture changefactors for effecting culture change

A clear and A clear and simple core message - 3-5 key valuessimple core message - 3-5 key values

Long term commitmentLong term commitment

Getting influential people to model and Getting influential people to model and “walk the talk”“walk the talk”

Multiple channelsMultiple channels to promote and reinforce the key values to promote and reinforce the key values e.g:e.g: communications of all kinds, briefings, forums, posters, focus communications of all kinds, briefings, forums, posters, focus

groups, repeated surveysgroups, repeated surveys training and staff developmenttraining and staff development performance measures and staff appraisals, appreciation schemesperformance measures and staff appraisals, appreciation schemes recruitment, promotion, succession planningrecruitment, promotion, succession planning

That’s all. Thanks and good luck!That’s all. Thanks and good luck!johnwebb2@btopenworld.comjohnwebb2@btopenworld.com