About the assessment: why and how

Learn more about the OCAI model by reading About OCAI Also read our OCAI Preparation Kit and OCAI Work Kit that cover many of these topics.
If you don’t have them, you can buy them at the end of your OCAI One assessment.

1 What exactly is measured by the OCAI assessment?

The OCAI assessment examines the organizational culture of an entire organization. Research shows that there are six key dimensions of organizational culture that determine success: dominant characteristics of the organization, leadership style, management of employees, the organizational glue or bonding mechanisms, strategic emphasis, and criteria of success.

Based on the Competing Values Framework, four culture types are distinguished. These are Clan Culture, Adhocracy Culture, Market Culture, and Hierarchy Culture. Rating the six dimensions will help you assess the dominant culture type(s) within your organization or team.

Please note that there is not one organizational culture; rather, there is normally a mix of various subcultures, and each subunit may have its own cultural emphases. All these subcultures influence the ‘’main culture.’’

2 How does the OCAI work?

By rating six key aspects of organizational culture that were found to determine success, the respondent assesses the current organizational culture. In the same way, the preferred culture is determined. The assessment is validated and takes only 17 minutes (or less). You can read more about the underlying OCAI model.

3 Why is it useful to measure and manage organizational culture?

Research shows a powerful effect on the performance and long-term effectiveness of organizations. The impact on individuals (employee morale, commitment, productivity, physical health, and emotional well-being) is also well documented.

4 Why would we change anything?

Because the world is changing rapidly, most organizations have to adapt to survive and succeed. Change only when it’s necessary. Signals that indicate change are low productivity, new competition, complaining customers, absenteeism, and so on. Sustainable change is possible when executives and employees change their working culture and behavior and thus their results. Using the OCAI is a first step in improving performance.

5 Can OCAI be used at all to reflect our culture?

Yes. Cameron & Quinn use four culture types to define organizational culture: clan culture, adhocracy culture, hierarchy culture, and market culture. These are not just made up but are the result of extensive research and based on the Competing Values Framework.

Each culture type is defined by six aspects: dominant characteristics of the organization, leadership style, management of employees, the organizational glue or bonding mechanisms, strategic emphasis, and criteria of success. Furthermore, the OCAI is a validated instrument. The assessment really measures organizational culture.

On the other hand, it is good to realize that the OCAI is a somewhat rough instrument: it is a quick method for diagnosing organizational culture. The culture profile you have produced is a first step in determining the specific actions to be taken. For example: What exactly needs to change in your culture to achieve the organizational goals? It all starts with the culture assessment: a useful methodology for developing a strategy to implement successful change.

6 Are there no more than four distinctive culture types?

According to the method used by Cameron & Quinn—no. The four culture types have not been made up but are the result of extensive research based on the Competing Values Framework.

Each method relies on certain concepts and assumptions. If you hesitate, you might try another methodology or approach.
The great advantage of the OCAI is that its quick and validated method produces a recognizable culture profile that can mobilize personnel and the organization. The real job starts with analyzing the results in detail, developing a strategic action plan, and then managing the culture change process.

7 How many respondents do I need for a representative collective profile?

Since it only takes seventeen minutes, it’s easy to invite everybody in your organization to participate. Also read our OCAI Preparation Kit with suggestions about this topic. As a rule of thumb, you can assume that when over 60 percent of your target group completes the assessment, your profile is representative. If you have fewer participants, consider the outcome indicative of what people think.

8 Is it possible to work with separate individual profiles?

Yes. In a small team—for instance a management team—it can be worthwhile to print everyone’s separate individual profile and start a dialogue about differences and similarities. This is important to reach consensus and get to know each other better.
Since profiles are personal, all participants have to agree on this and take their profiles to the meeting.
This is only possible in small teams or work groups. In larger organizations or teams, we recommend the use of an overall collective average profile to reduce complexity and maintain a manageable overview. Wherever necessary, you can specify more details or get in depth with the participants.

9 Can I see what my employees filled in? Can my manager see my scores?

No. All results will be treated confidentially. OCAI Online respects your privacy. Personal profiles will only be sent to each particular participant. Personal profiles will not be visible to the OCAI administrator, another manager, or your boss when you’re participating in an organization-wide culture assessment.
OCAI administrators are only able to see the number of participants who completed the assessment but neither their names nor their results.

10 Do we need an outside consultant?

No. Some organizations do prefer to work with an outside expert, but it’s not necessary. With this online instrument and the accompanying work kits, you have all you need to assess and change your own organizational culture! One of the advantages of this do-it-yourself process is that you use the organization’s own expertise and energy, and you create considerable commitment and power. Nobody becomes dependent on an expert. All organization members have responsibilities , as well as the ability to think, discuss, and make changes. This way, organizational change can become successful, sustainable, and very empowering.

About completing the assessment

11 Why do I have to fill in all my details before starting?

The use of personal information will be limited to research purposes. This is why you have to specify gender, job title, job level, industry group, subunit, or organization.
We need your email address in order to send you the results. Immediately after completing the assessment, respondents will receive their personal culture profile, as well as the average profile of their industry group and later on, their country, if available.
OCAI Online respects your privacy. We will not share your personal data with third parties and guarantee that they serve research purposes only. Also read our Rules and Privacy Statement if you like.
Your results will be treated confidentially. This also means that your personal profiles will not be visible to your OCAI administrator, another manager, or your boss when you’re participating in an organization-wide culture assessment.

12 How many times can I do this assessment?

You can rate your organizational culture only once with your specific email address. Please take this into account. If you want to try the assessment before using it within your organization or team, this is not a problem. When you participate in an OCAI Pro or OCAI Enterprise, your address will be granted access again.

13 How do I divide 100 points? Sometimes, I agree with the first part of the sentence, while I disagree with the second part.

The 100-point scale forces respondents to weigh the given alternatives—the questions are interdependent. If this were not the case, the outcome would be less realistic.
Roughly divide 100 points among the four alternatives. Be as spontaneous as possible, and stay with your first impulse. Make a clear choice—extreme scores are allowed.

By dividing 100 points equally, the culture profile that will be produced will be neither fish nor fowl but a little bit of everything. This might reflect reality, but it is also possible you have a natural tendency to avoid extremes.
If you are not able to choose because you agree with the first part of the sentence but you disagree with the second part (i.e., you desire a culture focused on result achievement, but it does not necessarily have to be aggressively competing), then follow the spirit rather than the letter. Or try another way of thinking: How many points would you like to give “focused on results and achievement,” and how many points would you give to “aggressive competition”?

14 It is difficult for me to rate the overall organization. I’m not familiar with the other departments, as I’ve only been working here for a short time.

Everybody has their personal picture of the organization and the working culture. This picture will tell you something about both yourself and the organization as a whole.
So focus on the organization: what do you see and hear, and what do you experience? In popular language, your opinion matters. Moreover, you often know more than you think—and you are probably unaware of it. Let’s say you had to describe your workplace to a complete outsider. What would you tell that person about the culture and about how people work together?

15 My immediate colleagues are hearty people, but most people working in other departments value procedures more than people. So what will be my rating?

If this applies to most subunits, then give a higher number of points to hierarchy culture than to clan culture.

16 My manager is a blunt person; this causes a distorted perception.

Maybe this is true, but don’t forget that your manager has obtained a management position within this organization with its own, unique culture. What does that tell you? Do you really consider their behavior an exception, or is it quite normal for managers to act like that? Focus on the overall organization.

17 I have to rate our organization, but none of the statements matches our situation.

Sometimes during reengineering, downsizing, a merger, or other organizational changes, people experience so much stress, negative emotions, or chaos that they find it hard to rate the six culture aspects. They can’t think of anything positive or neutral anymore.
In that case, it might help to keep the situation in mind just before the changes started. What was it like then? What did people value, how did they cooperate, and how would you rate organizational culture at that time?

18 What organization must I keep in mind during the assessment?

You are asked to rate your “organization.” So what organization should you keep in mind? Is it your immediate team, your subunit, the overall organization, or just headquarters?
When you engage in a collective OCAI test, you have probably received some guidelines with your invitation so that every participant keeps the same context in mind. If you’re not sure, please ask your OCAI administrator.

When you’re an OCAI administrator inviting people to your OCAI Pro account, please consult the OCAI Preparation Kit, which has tips on how to select the most useful organization.
When you’re an individual test taker, please focus on the cultural unit that is the target for change. Keep in mind an organizational unit that can be affected by your change strategy. (A large corporation as a whole is too complex. Defining its overall culture is probably not practical or useful, since there are so many subcultures in different departments.)

19 Why is the OCAI Online database not yet loaded with respondents?

The OCAI Online databases are categorized per language. The Dutch database started in 2009 and counts over 5,000 respondents (March 2010). The English database wasn’t launched until March 2010. Please tell all your connections about OCAI Online. It’s only a matter of time until you get more respondents and thus reliable averaged collective profiles.

20 How do you differentiate for countries and industry groups?

The English database will differentiate for countries and industry groups based on your details. Before filling in the assessment, you are asked to provide your details. These are required and checked in random samples. OCAI Online will delete invalid or nonsense entries based on these regular checks. It’s important to admit serious participants in order to use the data for research purposes. This way we can present reliable averages for industry groups and countries.
All English-speaking people are able to do this assessment online, but their profiles will be categorized by country. For instance, the profile of a French person who understands English will be calculated with the French average.

About the results

21 How come my colleague receives a different culture profile for our organization than I do?

The test requires individuals to respond to six items. You are asked to rate your organization in these items. Your ratings could differ from those of your colleague simply because every individual will make their own personal assessment of the situation. Two colleagues can have two independent culture profiles. That’s an interesting start for a dialogue about the similarities and differences!

As more members of the organization take part in the assessment, reliability increases. As we have seen, the individual OCAI One reflects your personal ratings; to produce an average collective profile of your organizational culture, numerous respondents are required. OCAI Pro and OCAI Enterprise are appropriate for teams, units, or departments. Responses of all participants are used to construct a profile, which will provide you with a lot of information.

22 Huge cultural differences exist within our organization. Higher management is mainly market focused; middle managers tend to emphasize formal rules and procedures, while employees formulate innovative solutions. Does it make any difference who takes the test?

Yes. Every individual will make their own assessment of the situation. But there is more. The rating also depends on the respondent’s position. Different ratings can occur between managers and employees on the work floor. Also, the unit where you work will influence the scores. Subunits such as functional departments may reflect their own unique culture. The work climate in the accounting office, for instance, differs from that on the work floor.
On the other hand, it is important to keep in mind that each of these subcultures has its impact and contains common attributes that make up an overarching culture typical of the entire organization.

23 Actually, I was already aware of our culture, so what’s the big deal?

On the one hand, that is very good. You are aware of the current and preferred culture (while often this is taken for granted). Your culture profile can help the conversation get started; key elements have been identified and are now available, where they were not before. Now you can find out if your colleagues agree with you when it comes to organizational culture.

It is important to realize—even if you were already aware—that the organization has not yet moved from the current to the preferred state. How come? Ask yourself—have you already reached consensus on the desired culture? Have you followed the required steps to implement organizational cultural change? This culture profile can be helpful to formulate an action agenda.

24 I don’t understand my culture profile. What can I do?

See the section About OCAI, where you can read more or send an email to OCAI online.

25 How do I get a validated and reliable culture profile of my department or team?

To obtain a validated and useful culture profile of your entire organization, you may select to open an OCAI Pro or OCAI Enterprise account, which uses the results of all participants to produce one average collective profile. This will provide you with a lot of information.

26 Due to huge differences between various subunits within our organization, it is not useful to produce one culture profile of the entire organization. How can we handle the subcultures?

An organization may have multiple unique subcultures. All these subcultures have their influence on the “main culture.” Some cultures are stronger or more dominant than others. Cultural homogeneity means that various aspects of an organization’s culture, such as values, beliefs, customs, ways of thinking, and behavior, are shared by different subunits. That is, the same attributes are emphasized in various parts of the organization. Having all aspects of the organization focused and aligned is comfortable and recognizable.

A great diversity in subcultures may lead to difficulties: tensions, conflicts, complications, and discussions are often a result of culture clashes among different subunits. This takes time and energy, and these obstacles can get in the way of effective performance.

On the other hand, in case the organization acts as a group of rather independent small companies, while at the same time there is no need to cooperate extensively, the presence of subcultures that differ perceptibly does not always mean you have a problem; it can even stimulate innovation! In some cases, it may be more suitable to determine a culture profile of, for example, just the head office, a certain location, the staff, or sales personnel. Especially when it concerns subunits that work very independently or departments that have a clear and perceptible problem, this might be an appropriate solution.

27 Which culture is good, and which culture is bad?

There is no such thing as a “good” or a “bad” organizational culture type. The point is that no ideal culture profile exists. Every organizational culture has its strong and weak points. The culture you need is a culture that matches the demands of the environment, market, clients, and employees and supports the achievement of your organizational goals. This may vary for different industry groups.

28 How do I interpret the discrepancy between current and preferred culture?

When the scores for current and preferred culture differ 10 or more points, immediate action is required. Often, it is a sign that urgent change is needed. People agree that something needs to be done quickly. Also, when your organization is “only” 5-10 points away from the perfect preferred situation, you might want to take action and do something about it. A 4-point difference can sometimes be very meaningful. Employees can even tell you precisely what it stands for.

It’s not about the exact numbers: it’s not math. Look at the scores and profiles, elaborate on the underlying reasons, ask respondents if they recognize the profile, and inquire how they would explain the difference. Follow your intuition. Is it meaningful and important? Discuss the discrepancy and decide what to do about it. Listen to our podcast interview with professor Cameron on this topic!

29 What is congruence?

Congruence means that the six separate aspects of culture are aligned. They are in harmony. The same culture types are emphasized in different parts of the organization. In a congruent culture, the strategy, the leadership style, reward system, dominant characteristics, and approach to managing employees all emphasize the same set of values.

For instance, all these dimensions are rated high on Clan Culture, with an emphasis on people. In an incongruent culture, the separate profiles for the six aspects have different shapes and scores. While the leadership style might focus on people (Clan Culture), the reward system may be based on performing and achieving results (Market Culture). This may cause confusion, time-consuming discussion, and doubt. “Should we take decisions with a focus on human resources, or should we only take into account the targets, numbers, and money?” Are we working as people oriented or task oriented? What is more important in which situation? And so on.

Cultural incongruence often stimulates an awareness of the need for change. It creates discomfort. Congruent cultures on the other hand are more typical for high-performing organizations. Having all six aspects focused on the same values simply reduces many of the complications and obstacles that hinder high performance.

30 Does using OCAI guarantee an improved performance?

OCAI Online cannot guarantee your results when using the OCAI assessment instrument. First of all, you need enough participants to produce representative outcomes. Also, working with the results of the assessment is your own responsibility. Depending on your specific situation, you can reach a substantial improvement or not. Actually changing culture and/or improving performance requires a lot of dedicated and skilled work and the right circumstances. The two accompanying kits that we supply give you extra guidelines to help you reach your desired results, but they can never be guaranteed.

About your OCAI Pro account

31 Why do I have to pay in advance?

The OCAI Pro account gives access to your fully automated assessment instrument. To avoid abuse, it is necessary to select serious clients by letting them pay first. With the payment and all the details that you provide, OCAI Online is able to monitor the organizations and people who use the instrument. After your payment, you’ll have full access, and an automated and secured assessment is started just for your team or organization.

32 Can I pay in another way other than by credit card or PayPal?

For administrative reasons at this time, we only accept payments by MasterCard, Visa, or PayPal. You will receive your invoice by email.

33 How do I start an OCAI assessment in my organization?

After paying for your OCAI Pro account, you receive a link to your personal OCAI administration page, where you are able to upload your company's logo, open the culture test, and invite respondents by sending them an email with a link to your organization's assessment. You can also check the number of respondents who have taken the test so far. After the deadline, you can close the assessment if you have enough respondents and download your OCAI report with the collective profiles, the six key dimensions of culture, and the explanation.

34 How many profiles do I get using OCAI Pro?

OCAI Pro is an automated assessment. This means that all respondents’ ratings are collected and averaged into one collective profile of the current and the preferred culture. These two profiles are also broken down to show the six separate aspects of culture.
If you need to compare more than one profile, e.g., two locations or executives versus employees, we can offer you an OCAI Enterprise account.

35 What’s the deadline for completing an OCAI Pro assessment?

You can determine your own deadline and take as much time as you need. Our advice is to give people enough time to participate during work time but not have the assessment period be too long. Three to four weeks will usually be sufficient to get representative results.

36 Can I reopen the assessment after closing it?

No, this is not possible. After closing, the system will automatically calculate your profiles and produce your extensive report with results. This can’t be undone.

About your OCAI Enterprise account

37 How much do I pay for an OCAI Enterprise assessment?

It depends on your wishes. How many profiles do you need? How should we divide all respondents into different sections and calculate their profiles? What comparisons do you need? This kind of assessment can’t be automated. It needs a human eye and sometimes some advice. Please send us your wishes, and we will email you a tailor-made proposal.

38 How does an OCAI Enterprise work?

After your acceptance, we will open your assessment and monitor the number of participants. When the scheduled deadline has been reached, we will close the assessment for you and start the calculations and comparisons. You will receive your extensive report within three business days after the scheduled deadline.

39 How do I pay for an OCAI Enterprise assessment?

We will send you an invoice by email. You can pay through PayPal.

Technical support

If you need technical support for your OCAI Pro account or for anything else (downloading and unpacking your kits and bonus material), please contact us at techsupport@ocai-online.com.