Title: Unlocking the
1Unlocking the Secrets of Cultural Transformation
2Agenda
- 9.10 am Introduction to the Culture
Transformation Challenge Pam
Wilson, Human Synergistics - 9.35 The Dynamics of Culture Transformation
Dexter Dunphy, Distinguished Professor,
University of Technology, Sydney - 10.45 Morning Tea (Oceania)
- 11.10 Making Our World a More Sociable Place
Bob Barbour, People Culture Director, Lion
Nathan - 12.00 Creating a Successful Organisation for All
Stakeholders Steve McCarthy, CEO Adshel - 12.50 Closing Comments Shaun McCarthy, Chairman
MD Human Synergistics - 1.00 pm Close
3Unlocking the Secrets of Cultural Transformation
4- Introduction to
- the tools
- the research
5Organisational Culture?
- Culture is the shared values, norms and
expectations that guide organisation members in
terms of how they. - ...approach their work
- ...interact with each other
- interact with their customers.
6Organisational Culture?
- Key elements of this definition
- Culture is something shared
- Values (what is important) and beliefs
- (how things work) are central components
- Norms are explicit implicit rules
- Expectations reflect what is encouraged,
discouraged, rewarded punished
7The CircumplexDescribing Cultures
8The Circumplex
9Task vs People Orientation
10Satisfaction vs Security Needs
11The Passive/Defensive Styles
- Approval
- Conventional
- Dependent
- Avoidance
Cultures in which members believe they must
interact with people in defensive ways that will
not threaten their own security.
12The Aggressive/Defensive Styles
- Perfectionistic
- Competitive
- Power
- Oppositional
Cultures in which members are expected to
approach tasks in forceful ways to protect their
status and security.
13The Constructive Styles
- Achievement
- Self-Actualising
- Humanistic-Encouraging
- Affiliative
Cultures in which members are encouraged to
interact with others and approach tasks in ways
that will help them to meet their higher-order
satisfaction needs.
14Australia New ZealandPreferred Culture 2006
update
- 12,715 people said that this is how they ideally
would like to be expected to behave
Ideal Culture Humanistic-Encouraging people are
supported and developed to be successful Self-Actu
alising people express their uniqueness,
creativity and embrace change Achievement people
set realistic but challenging goals and believe
their personal effort makes a difference Affiliati
ve people are friendly and cooperative
15Australia New ZealandActual Culture 2006
update
- 173,170 people said that this was how they are
expected to behave
Actual Culture Oppositional oppose new ideas and
change, be on the offensive Avoidance avoid
responsibility and blame others for
mistakes Conventional maintain the status quo
and the way things have always been done around
here Competitive compete with each other in the
a win lose framework, play politics
16The Culture Disconnect
What we want What we get
17Explaining the DisconnectHow culture works
18Explaining the DisconnectHow culture works
MissionandPhilosophy
19Explaining the DisconnectHow culture works
MissionandPhilosophy
20Explaining the DisconnectHow culture works
MissionandPhilosophy
21Leadership
Culture
Performance
22The Average Leader
..as described by Others
- Self-protective
- Critical of others
- Controlling forceful
- Comparative vying
- Risk-averse
N 35,000
23Leadership
Culture
- Leadership behaviours that are oriented towards
being. - Self-protective
- Critical of others
- Controlling forceful
- Comparative vying
- Risk-averse
- In cultures that expect people to behave in ways
that are (and reinforce behaviours) that are. - Critical of others
- Comparative vying
- Demanding uncompromising
- Hard, tough and aggressive
- Avoid blame
24Culture Transformation Research Project
25Sample Demographics
40 Organisations Industry split 2 x
Communication 2 x IT 1 x Education 3 x
Energy 2 x Entertainment 11 x Finance 6 x Local
Government 4 x Manufacturing 3 x Marketing 1 x
Mining 2 x Not for Profit 2 x State
Government 1 x Wholesaler / Distributor
Size of Organisations 10 x Under 100
employees 19 x 100-500 employees 3 x 500-1,000
employees 8 x Over 1,000 employees
26Defining Cultural Transformation
From Defensive norms meeting Security needs
(Red/Green), to Constructive norms meeting
Satisfaction needs (Blue).
27Looking for Transformation
- Using transformation as an organising principle,
we discovered that of the 40 organisations
selected - 25 regressed
- 75 showed some improvement
- 15 showed transformation
28Looking for Cultural Transformation40
Organisations Re-Test OCI
Test N 14,485
Retest N 15,956
NS Not Significant lt 0.05 lt 0.01 lt
0.001
29Identifying Transformation
Test ? Re-Test Change in OCI Percentile Scores
for 40 Organisations 2003-5
30Top 5 Test Re-Test OrganisationsOCI - Actual
Culture
Test N 2,073
Retest N 3,463
31Research objectives
- Identify the key drivers of culture
transformation in 5 organisations reporting
transformational shifts in OCI results - Document in practical terms what these
organisations did to create transformation
32Organisational Effectiveness
33HS Diagnostics Used
- All 5 organisations used the OCI (Test and
Re-Test up to 4 times) - All used individual circumplex diagnostics to
enable individual transformation either the LSI
or the L/I (up to 6 times) - Two used the OEI to guide culture change
interventions
34Research Organisations
- The final list of participating organisations
- Adshel
- MasterCard
- Yarra Valley Water
- Balmain Leagues Club
- Lion Nathan
35Unlocking the Secrets of Cultural Transformation