Unlocking the - PowerPoint PPT Presentation

1 / 35
About This Presentation
Title:

Unlocking the

Description:

9.35 The Dynamics of Culture Transformation Dexter Dunphy, ... Making Our World a More Sociable Place Bob Barbour, People & Culture Director, Lion Nathan ... – PowerPoint PPT presentation

Number of Views:130
Avg rating:3.0/5.0
Slides: 36
Provided by: Pam249
Category:

less

Transcript and Presenter's Notes

Title: Unlocking the


1
Unlocking the Secrets of Cultural Transformation
2
Agenda
  • 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

3
Unlocking the Secrets of Cultural Transformation
4
  • Introduction to
  • the tools
  • the research

5
Organisational 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.

6
Organisational 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

7
The CircumplexDescribing Cultures
8
The Circumplex
9
Task vs People Orientation
10
Satisfaction vs Security Needs
11
The 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.
12
The 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.
13
The 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.
14
Australia 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
15
Australia 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
16
The Culture Disconnect
What we want What we get
17
Explaining the DisconnectHow culture works
18
Explaining the DisconnectHow culture works
MissionandPhilosophy
19
Explaining the DisconnectHow culture works
MissionandPhilosophy
20
Explaining the DisconnectHow culture works
MissionandPhilosophy
21
Leadership
Culture
Performance
22
The Average Leader
..as described by Others
  • Self-protective
  • Critical of others
  • Controlling forceful
  • Comparative vying
  • Risk-averse

N 35,000
23
Leadership
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

24
Culture Transformation Research Project
25
Sample 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
26
Defining Cultural Transformation
From Defensive norms meeting Security needs
(Red/Green), to Constructive norms meeting
Satisfaction needs (Blue).
27
Looking 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

28
Looking 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
29
Identifying Transformation
Test ? Re-Test Change in OCI Percentile Scores
for 40 Organisations 2003-5
30
Top 5 Test Re-Test OrganisationsOCI - Actual
Culture
Test N 2,073
Retest N 3,463
31
Research 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

32
Organisational Effectiveness
33
HS 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

34
Research Organisations
  • The final list of participating organisations
  • Adshel
  • MasterCard
  • Yarra Valley Water
  • Balmain Leagues Club
  • Lion Nathan

35
Unlocking the Secrets of Cultural Transformation
Write a Comment
User Comments (0)
About PowerShow.com