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…
In my last post, I introduced you to the machine maintenance company MM that faced increasing competition and had to become more profitable. However, the CEO’s response was to push hard for more efficiency and focus on the numbers which led to micro-management. Combined with their current culture tendency to organize everything in a phonebook of rules and procedures, they were slowing down, and they felt stifled.
In this series about Culture, Change, and Leadership we’ve discussed how organizational change can fail or be successful and how organizational culture can help or hinder. This article provides an overview of what we’ve covered thus far - including my Change Circle approach.
You probably know about the 70% failure rate of organizational change. One of the reasons is that change programs don’t align with the current culture. A more fundamental cause is the conventional command and control mindset and linear worldview of many leaders and employees.
After looking at some powerful questions based on the Competing Values Framework, let’s look at this case that illustrates the crucial role of (positive) leadership. It shows how an “old-fashioned” CEO stifles an organization and how one division considers taking ownership of their change. Positive leadership started with asking different questions and giving their staff more space and trust to solve the challenges of this division…
Why would you bother with Culture? Simple: if you don't work with culture, it might work against your organization's much-needed change. And you'll never know what hit you... Or, maybe you have your suspicions - as we can see from the research findings below:
We understand what current culture entails from values down to behaviors and we have identified the “shadow side”: the less-effective behaviors that we would like to stop, do less of, or change in any way.
In my last post, we identified four strategies of organizational change. Today, we'll take a look at strategies 3 and 4: to engage people and to personally embody the change. As discussed, organizational change has to start where people are: we depart from the (potentially blocking) current culture. Next, we let people develop their change plan including an empowering, positive culture with new behaviors.
Now we know how change tends to succeed, how it can fail, and how to check the four archetypes of culture as a starting point for change, let’s see how we can engage people as this is a crucial condition for successful change. What are strategies to organizational change?