Let’s now look at some other culture theories and tools. I compare them with the CVF - so you can see how they differ or align. The Denison Organizational Culture Model is based on the same concept as the CVF. They discern four essential traits of organizations:
In this new series, I'll discuss the best-known organizational culture theories and tools and compare them to the Competing Values Framework and its OCAI survey. Which model you like best depends on your situation. The choice depends on how “wide and deep” you want to work with culture in your organization. Other criteria might be your personal preferences regarding the theory, and how detailed or time-consuming the associated surveys are. But also: the ease of use, your dependency on expensive consultancy, the obligation of expensive certification, or whether you can do-it-yourself.
Learning to “see” culture; group dynamics, beliefs, and behaviors is always helpful at work. When you become aware you can contribute to developing a positive culture - or you can better understand what change is needed in your organization. There are roughly two ways to understand and assess the current organizational culture.
The Competing Values Framework, developed by Cameron and Quinn, is a very insightful culture model. In essence, it is a descriptive model. It is not normative - prescribing wich culture type is best. That depends entirely on your organization's situation. All four archetypes of culture have their merits - and they are described with neutral or positive characteristics. You can find more details about these culture types.
Do you have gurus or heroes who inspire you? I am honored to be ranked #5 of thirty organizational culture gurus for 2017. This is wonderful, of course, but the list got me thinking. I find myself a little ambivalent towards stardom and heroes. This may be a cultural issue. I was raised in a rather egalitarian and feminine national culture in the Netherlands. These are two dimensions of Geert Hofstede’s culture model that compares national (and organizational) cultures.
Does your organization have a strong, homogeneous culture? Is that desirable? Does everyone hold the same values, beliefs, priorities, norms, preferences? Does everyone eat the same lunch menu every day?
What is your biggest challenge with organizational culture? That’s an extra question we ask all free respondents who use the Organizational Culture Assessment Instrument. Just because we’re curious - what are you struggling with? What do you need help with? What can I blog about to inspire you?
There’s a long list of interesting topics submitted by over 25,000 people over the last two years.
One returning topic is multinational or international collaboration. Here are some challenges people submitted:
We were sitting in a room in a foreign country: 20 executives were waiting for the CEO to arrive. I was present to facilitate the first part of their workshop on culture after they did the OCAI culture survey. People were checking their laptops, smartphones or talking softly to their neighbor. The CEO was ten minutes late.
I checked the time with the HR manager who was my contact at the company. Should we call the CEO to remind him? No, he said, he’ll arrive shortly.
How has your year been? It's time to evaluate, and develop new intentions. My intention is to inspire toward positive organizations where people and performance thrive.
OCAI Online aims to contribute to positive workplaces by offering the online culture survey so people can work on their culture.
But before we look at intentions, let's look back at my best liked 12 articles to date - including one "evergreen" article that received less likes because I didn't promote it on social media but that is worth reading!
Are you engaged at work? Are you content, and productive? Are you thriving?
Most people would answer these questions with a firm No. According to the infamous Gallup research, only 13% of workers is engaged, worldwide.
This means there is a staggering 87% of untapped potential while the world is struggling with serious challenges such as the climate challenge, sustainability, pollution, poverty, human rights, inequality, globalization, de-industrialization, refugees and migration, banking crises, tax havens, war, and conflict…