the culture that got you here won’t get you there · “organizational culture is the pattern of...
TRANSCRIPT
The Culture That Got You Here Won’t Get You There
Jamie Baker, Lawrence Academy
Matt Ruby, Ruby Consulting, LLC
2019 Annual Conference
Goals for Today
● Cultural Framework
● Change Ready vs. Change Capable Culture
● Getting from Here to There: A Culture Plan
● Leadership Challenges
Assumptions
● Care Deeply● VUCA● Culture-Change Tension● Disruption● Tools
What is Culture?
Booklet, page 4
Culture: A Strategic Asset
Culture determines how people engage and creates the operational structures and processes that
deliver institutional outcomes.
How Do You Learn About Your
Culture?
Role of CurriculumPowerAutonomyGradesAssessmentWhen/Where Learning HappensRelationships
Cultural Assumptions
StudentsTimeTeaching LearningRole of ParentsLeadershipSpaceAccountability
Survey
Anthropology and Observation
Underlying assumptions related to something specific
Listening and observing
A guide can be helpful
Assumptions - Artifacts - Espoused Values - Outcomes
Take A Culture Walk
What does learning look like at this school?
How does one belong at this school?
What are the assumptions about change?
How are decisions made at this school?
What five adjectives describe faculty meetings?
How do departments set goals?
Why should students attend this school?
Culture Interview
Cultural Framework
“Organizational culture is the pattern of basic assumptions that a given group has invented, discovered or developed in learning to cope with its problems of external adaptation and internal integration and have 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 these problems.”
Edgar Schein
What is Culture?
Understanding challenges and opportunities
How goals and direction are set
Measuring results & course corrections
Governance and leadership
External Adaptation Assumptions
Power, Authority, Status, Rules
Common language & conceptual categories
Criteria for belonging
Criteria for power and status
Rewards and Punishment
Values, ideology
Internal Integration Assumptions
Individual vs. Institution
The nature of people
What is the right work/activity?
The nature of time
The nature of relationships (e.g. cooperative, competitive, individualistic, collaborative)
Deep Assumptions
Exercise: Pinpointing Culture
Segment Assumptions
Leveraging Culture
Exercise: Beloved Academy
Let’s develop a change plan
Read Beloved’s story on page 14
HERE
Booklet pages 13,14,15
THERE
Urgent recognition that we have to go from HERE to THERE in response to challenges
Skills, knowledge, drive to create new outcomes
CHANGE READY
CHANGE CAPABLE
Unified Leadership/Board
Urgent Recognition of the Need for Change
Compelling Leadership that can Make the Argument
Dedicated Resources to Support the Work
Collaborative Spirit
Change Ready
Common Vision and Purpose
Clear Expectations, Authority, Responsibility
Aligned Structure and Processes
Engaged Talent, Skills, and Knowledge
Explicit Commitment and Support
Change Capable
Leading Change
The only thing of real importance that leaders do is to create and manage culture.
- Edgar Schein
Culture Rules
Culture eats strategy for breakfast.
Peter Drucker
It’s not Easy . . . But it is Necessary
Rational Emotional Cultural
Types of Resistance
I don’t understand whyI don’t know howNo time to prepareToo much effort to do There is no guarantee
Fear of unknownNeed for security/controlFear of changeLow frustration toleranceI may fail
I don’t have toI don’t agree with the change What’s in it for me?InertiaArchitect of status quoLack of trustInstitutional lack of leadershipLack of accountabilityOrganizational politics
Rational Emotional Cultural
Types of Resistance
I don’t understand whyI don’t know howNo time to prepareToo much effort to do There is no guarantee
Fear of unknownNeed for security/controlFear of changeLow frustration toleranceI may fail
I don’t have toI don’t agree with the change What’s in it for me?InertiaArchitect of status quoLack of trustInstitutional lack of leadershipLack of accountabilityOrganizational politics
CommunicateRemove barriers
EmpathizeHold the tension
Structure for new behaviorAnnounce new culture elements
optimism
pessimism
beginning of transition transformation
shock & angst
doubtdisorientation nostalgia
denialgossip angerfear
choice
creativity
collaboration
confidence
capable, connected & ready
change is a reality
current performance level
new performance level
The Implementation Dip
Celebrating The Dip
The dip creates scarcity; scarcity creates value.- Seth Godin
Conversationsthe costs of doing nothing
the culture we need to support the work ahead
idea of good enough
success
su ppor t in g each oth er
Being a safe place to fail
reflecting and
iterating
Apply The Model To Your School
Jamie Feild Baker
@JamieFBaker901.337.0525
Matt Ruby
@MattCRuby207.381.7817
Feel free to contact us!
Parking Lot of Homeless Slides
Change Ready -Change is neces sary
Responding to External
Know current s ta te
Committed to des ired future outcome
Leadership s tructure and proces s in place
Vis ion communicated
Stra tegic priorities in place and embraced
Change CapableChange is dependent on sys tems , skills , itera tion, and common as sumptions , beliefs , drive
Focus On the Problem to Be Solved
The purpose of culture is to solve internal and external problems. Undertake change when you understand what problem you’re trying to solve.
Final Thoughts
Change Ready - Perfect World
High Performing Cultures
Openness and TrustShared BeliefOwnership mentalityHigh aspirationsDesire to Succeed
Bias to ActionPassion and EnergyCollaborationAdaptability and Flexibility
What the books say
#4 Share approaches to changing culture
Ch an ge ready = tasks , projectsCh an ge capable = agile cu lture, problem -solvers , a lign ed as sum ption s
Places to start? How to light it up?Example of Comment card proofing and idea of peeling back to underlying assumptionsHow to work it through the matrix
Culture Change as Linear Process doc - do you talk about culture? How much, how fast?
Culture Change as Linear Process
Exercise: Change Ready EvaluationHow do we understand the larger “real world” context in which we exist?
What is true about the school’s opportunities and challenges?
Who makes decisions regarding institutional direction and priorities?
How should people be engaged in accomplishing institutional priorities??
What is the relationship between autonomy and institutional goals?
How should we relate to each other?
What are our beliefs and assumptions about power, authority, rules, and accountability?
Conversation 2
What are the challenges associated with working on culture?
Methodology (continued)
1. State the problem2. Review concept of culture3. Identify artifacts4. Identify espoused values5. Compare values & artifacts6. Assess shared assumptions7. Decide next steps8. Repeat with other groups
Schein Group Process
Where Do Things Go?
Exploring Assumptions ExerciseWrite the initiative in the Outcome block.What current assumptions does this challenge or build on?
What operational structures and systems have to change to accomplish the outcome?What current assumptions does this challenge or build on?
What individual behaviors will have to change to accomplish this outcome?What current assumptions does this challenge or build on?
How does Beloved get from
Articulate 3 to 5 s pecific actions they might take.
HERE THERE