Clients that use the OCAI to assess their current and preferred culture often do this to change or improve their culture. The first question after completing the survey and seeing the culture profiles is: What are the next steps? That’s a valid question. You can outline a rough process of working with the results. But you cannot prescribe exact steps and results. That is hard to accept for many organizations. We’ve become accustomed to planning and control: we’d like to know when the culture will be changed, what the results will be, and how much budget and sessions that will take.
Who you are, has become more important since our economies deliver numerous services, and we are knowledge workers in varying projects while our societies ride the waves of global change. It is not just what you do, and how you do it, but WHO you are that makes the difference in all this volatility. Being precedes doing.
A few recent experiences with large corporations made me think about power. I had to comply and adjust to one organization’s procedures - or they weren’t allowed to hire me. In another case, my contact insisted on a late-night Skype meeting even though it was very inconvenient for my schedule, and I had repeatedly told them I couldn’t make it. In all cases, my contacts were a bit indignant that I did not comply. Even though I tend to be flexible, I also have to manage my time and energy to deliver good work.
Do you want a positive difference? If so: Download our collection to make a positive difference!
Positive leadership aims for the highest potential of an organization - instead of returning to “normal” after solving a problem it inspires people to go even further, into the realm of “positive deviance”. It often supports people to deliver beyond and above expectations.
“Leaving the 20th century behind, I think we are ready and hungry to feel aliveness and connectedness - at work and at home”, said the German consultant Ulf Brandes during our interview. Together with four others, he created the documentary film Augenhöhe (German for eye-level) to show that it is possible to work at “eye-level” in organizations, instead of at different levels in an organizational pyramid: looking down on direct reports, looking up to your boss and, maybe, looking suspicious at the co-workers next to you…
Do you know those few, famous examples of extraordinary workplaces where people thrive… versus the Dilbert-like top-down hierarchies where people suffer or survive? I bet you do! But how to turn such an energy-depleting hierarchy into a thriving, dynamic workplace? And, why would you even try? Well, most organizations must become more innovative, agile and change-responsive - if they want to survive, let alone thrive. And that is where dialogue, organization development and culture come in.
Can we create organizations free of the pathologies that show up all too often in the workplace? Free of politics, bureaucracy, and infighting; free of stress and burnout; free of resignation, resentment, and apathy; free of the posturing at the top and the drudgery at the bottom? Is it possible to reinvent organizations, to devise a new model that makes work productive, fulfilling, and meaningful? Join the free webinar on March 4 with Frederic Laloux to find out how....
How are you? Busy? Relaxed? Energized? Tired? I notice a pattern in modern life. I’m going too fast and packing too much in my days. I’m hunting for stimuli – or at least I'm distracted by them. I notice restlessness when I’m already tired. I see most people around me living by schedules that don’t leave space to slow down and to be mindfully aware of what really happens. How do you wake up to the present?
Mindfulness is the practice of placing your attention where you'd like it to go and cultivating the ability to hold it there. This placement of attention is quite a skill because in today’s world anything can take your attention. It’s constantly scanning for new stimuli and creates a jumpy habit. It makes you busy but it doesn’t necessarily mean you are productive. This jumpy habit also promotes fear and doubt – says Susan Piver. How can leaders become better by practicing mindfulness?