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.
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!
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…
Of course, positive leadership as discussed before entails more than asking questions. But let’s focus on the art of asking questions to facilitate successful organizational change. I’ll share one question based on the OCAI and the Competing Values Framework that helps people define what successful change would mean for their organization.
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.
When you’d like an organizational change to succeed it’s a good idea to start where people are: current culture, as discussed in my last blog post. To quickly map current and desired culture I use the validated Organizational Culture Assessment Instrument (OCAI), developed by professors Kim Cameron & Robert Quinn at the University of Michigan.