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Wabash Associates
“Making a Difference - One Organization At A Time”
RCPA CONFERENCE
CULTURE AND
LEADERSHIP
OCTOBER, 2015
Wabash Associates
“Making a Difference - One Organization At A Time”
2014 Merriam-Webster
“Culture is an abstraction, yet the forces that are created in
social and organizational situations that derive from culture are
powerful. If we don’t understand the operation of these forces
we become victim of them.”
Culture is Catching on – Edgar Schein
(https://youtu.be/JipTvJccZ3U)
Wabash Associates
“Making a Difference - One Organization At A Time”
A pattern of SHARED BASIC ASSUMPTIONS that the group has learned as it solved its
problems of external adaptation and internal integration, that has worked well enough
to be considered valid and, therefore, to be taught to new members as the correct way
to perceive, think, and feel in relation to those problems (Schein, 2010).
The behavioral NORMS & EXPECTATIONS shaped in part by SAHRED VALUES &
BELIEFS, that guide organization members in how they should approach their work and
interact with one another. (Cooke & Szumal 1993)
It is a pattern of responses discovered, developed,
or invented during the group's history of handling
problems which arise from interactions among its
members, and between them and their
environment. These responses are considered the
correct way to perceive, feel, think, and act, and
are passed on to the new members through
immersion and teaching.Culture determines what is acceptable or unacceptable, important or unimportant, right or
wrong, workable or unworkable. It encompasses all learned and shared, explicit or tacit,
assumptions, beliefs, knowledge, norms, and values, as well as attitudes, behavior, dress,
and language. (Business Dictionary, 2015)
Wabash Associates
“Making a Difference - One Organization At A Time”
What is Culture?
(https://youtu.be/zR9giyTu4pI)
Wabash Associates
“Making a Difference - One Organization At A Time”
Human need for
stability,
consistency &
meaning
Stability of membership
Shared Learning
History of shared experience
CULTURE
GROUP
Culture Formation
Wabash Associates
“Making a Difference - One Organization At A Time”
T-Groups
• Pioneered in the mid-1940’s by Kurt Lewin and his colleagues as a method of learning about human behavior
• The National Training Laboratories (now NTL Institute of Behavioral Science) created by the Office of Naval Research and the National Education Association in Bethel, Maine, in 1947
• First conceived as a research technique • Goal - Change the standards, attitudes and behavior of
individuals• Evolved into educational and treatment schemes for non-
psychiatric patient people
Wabash Associates
“Making a Difference - One Organization At A Time”
Groups – The Foundation of Culture and Effectiveness
Group Task/Content FunctionThe What - “The Words”
Group Process FunctionThe How - “The Music”
Task ProcessHow are we going to do the task effectively?
• Approaches
• Procedures
• Rules
• Problem Solving Techniques
• Decision Making
• Priority Setting
• Ideal Generation
• Etc.
Maintenance ProcessHow are we going to relate to each other while we
are doing the Task?
• Psychosocial Needs - Maslow
• Style of Interaction
• Constructive Interpersonal Relationships
• Group Dynamics
• Evaluation & Feedback (Ind. & Org. Learning)
• The Services Rendered
• The Problem To Be Solved
• The Decision To be Made
• The Objective
• The Goal
• The Subject
• The Work To Be Bone
• The Discussion Elements
Wabash Associates
“Making a Difference - One Organization At A Time”
Antecedents &
Levers For Change
Resources
Human
Financial
Knowledge
Underlying
assumptions
Espoused
values (Ideal
Culture)
Philosophy
Mission
Goals
Strategies
Demands
Performance
Efficiency
Adaptation
OCI-Ideal OCI-Current
Structures
Roles
Influence
Decision-
making
Systems
Training
Appraisals
Reinforcement
Goal Setting
Technology
Job design
Complexity
Inter-
Dependence
Skills/
Qualities
Leadership
Communication
Bases of Power
Individual
Outcomes
Motivation
Performance
Satisfaction
Stress
Group
Outcomes
Teamwork
Inter-unit
coordination
Unit-level quality
Skills/
Qualities
Organizational-
level quality
Quality of
customer service
External
adaptability
Operating Culture
OCI Norms
Outcomes
Wabash Associates
“Making a Difference - One Organization At A Time”
Higher-Order Satisfaction
Promote behaviors directed
toward the fulfillment of
higher-order satisfaction needs
Lower-Order Security
Promote behaviors directed
toward the fulfillment of
lower-order security needs
Concern for Task
Reflect expectations
for behaviors that
are task-oriented
Concern for People
Reflect expectations
for behaviors that
are people-oriented
Wabash Associates
“Making a Difference - One Organization At A Time”
OCI Circumplex—Cultural Norms
Wabash Associates
“Making a Difference - One Organization At A Time”
Types of Organizational Cultures
11
Constructive Passive/Defensive Aggressive/Defensive
Encourage members to interactwith people and approach tasksin ways that will help them to meet their higher-order satisfactionneeds.
Encourage or implicitly require members to interact with people in ways that will not threaten their own security.
Encourage or drive members to approach tasks in forceful ways to protect their status and security.
Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D.
Copyright © 1973-2014 by Human Synergistics International. All Rights Reserved.
Wabash Associates
“Making a Difference - One Organization At A Time”
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.
Wabash Associates
“Making a Difference - One Organization At A Time”
The politeness stage
The “why are we here” stages
The bid for power stage The constructive stage The “esprit” stage
Group/Team-Building Stages
Wabash Associates
“Making a Difference - One Organization At A Time”
Our Response to Change
DENIAL
RESISTANCE
COMMITMENT
EXPLORATION
PAST FUTURE
FOCUS ON SELF
FOCUS ON
ENVIRONMENT
Productivity
Wabash Associates
“Making a Difference - One Organization At A Time”
Senior Leadership Team
Managers
Employees
Time
Org
aniz
atio
nal
Lev
el DENIAL
RESISTANCE
COMMITMENT
EXPLORATION
DENIAL
RESISTANCE
COMMITMENT
EXPLORATION
DENIAL
RESISTANCE
COMMITMENT
EXPLORATION
The Communication Cascade
Wabash Associates
“Making a Difference - One Organization At A Time”
GE MANUFACTURING
BUSINESSES (1970-1983)
GE Engineering Services
Businesses (1984-1994)
GE CAPITAL FINANCIAL SERVICES
BUSINESSES (1995-2011)
• GE Transportation
Erie, PA
• GE Motors
Jonesboro, AK &
Ft. Wayne, IN
• GE Engineered Cast Products (Foundry)
Erie, PA
• GE Energy Service Shops
(Southern States) HQ Atlanta, GA
• Power Generation Services
HQ, Atlanta, GA
• GE Nuclear Energy
Global HQ, San Jose, CA
• GE Nuclear Services
Global HQ, San Jose, CA
• GE Reuter Stokes
Twinsburg, Ohio
• GE Equipment Finance
Danbury, CT
• GE Equity
Stamford, CT (Global)
• GE e-Business,
Stamford, CT (Global)
• GE Capital
HQ Stamford, CT (Global)
• GE Restructuring
Global HQ, Tokyo, Japan
• GE Commercial Finance
Houston, TX
• GE Franchise Finance,
Scottsdale, AZ
Wabash Associates
“Making a Difference - One Organization At A Time”
ʺ... that process in which one person sets the purpose or direction for
one or more other persons, and gets them to move along together with
him or her and with each other in that direction competently and with
full commitment.ʺ
(Jaques and Clement, Executive Leadership)
ʺ... the art of mobilizing others to want to struggle for shared
aspirations.ʺ
(Kouzes and Posner, The Leadership Challenge)
ʺ... enabling people to use their own initiative and experiences rather
than ... denying or constraining their experiences and actions.ʺ
(Bennis and Nanus, Leaders)
Leadership
Wabash Associates
“Making a Difference - One Organization At A Time”
Wabash Associates
“Making a Difference - One Organization At A Time”
A zero sum game is a term used in game theory to describe both
real games and situations of all kinds, usually between two players
or participants, where the gain of one player is offset by the loss of
another player, equaling the sum of zero.
Since one win is equal to one loss, this are called zero-sum games.
Wins perfectly balance losses resulting in zero. Examples of zero-
sum games include games like checkers or chess
Bag Full of Nickels
Simple Zero- Sum Game
Wabash Associates
“Making a Difference - One Organization At A Time”
Never
Always
SA
Y
DO Never
High Say
Low Do
Low Say
High Do
Low Say
Low Do
Open, honest and direct communication
High Say
High Do
Best PracticeCreates high trust; builds satisfaction & commitment
Bad practice
Especially if employees think there is a lingering problem of future danger
Mixed signals
Low trust in leadership; communication seen as “all talk and no action”
Mixed Signals
Creates low trust environment; encourages grapevine; high speculation and low trust
High Say/High Do
Wabash Associates
“Making a Difference - One Organization At A Time”
What is Leadership?
(http://youtu.be/pYKH2uSax8U)
Wabash Associates
“Making a Difference - One Organization At A Time”
Basic knowledge needs as employees describe them:
What is my job?
Job responsibilities1
How amI doing?
Feedback, performance
review, coaching
2
Doesanyonecare?
Listening, recognition3
How’smy unitdoing?
Measurements,regular updatesfrom manager
4
Where arewe headed?
Vision, mission, strategy
5
How canI help?
Commitment 6
Employee commitment is “earned”…. . .only after basic needs are met
Marketplace-based
GE’s Communication Model
Wabash Associates
“Making a Difference - One Organization At A Time”
Edgar Schein The Future of Leadership –
Humble Inquiry
(https://youtu.be/vK0BRFVBjEs)
Wabash Associates
“Making a Difference - One Organization At A Time”
The Talent Optimization Framework™
Key Enablers
Leadership
Culture
The Talent Management SystemResults
The Best
Talent
Improved Business
Outcomes
Improved Diversity
Of Talent
Lower
Costs
Strategic
Alignment
Talent
Assessment
Performance
Management
Learning &
DevelopmentTalent Data
Analytics
HR
Capacity
Copyright © 2011 by Information Age Publishing
All rights of reproduction in any form reserved.
Reproduced with permission from the Author, Linda Sharkey.
Wabash Associates
“Making a Difference - One Organization At A Time”
HOW TO TURN VALUES INTO BEHAVIORS
Values into Actions
WE
BY
TO
(“Verb”) (“Value”)
(“Desired Outcome”)
(“Behavior/Actions”)
ENFORCEREINFORCE
MUSTS:
HonestyEmbrace
talking directly…to people we have issue
develop greater trust & teamwork