October 12, 2012

Creating a Vibrant Organizational Culture

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What Words Describe Your Library’s Culture?

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A culture of ...･ negativity

･ mediocrity

･ trust

･ mistrust

･ apathy

･ integrity

･ mutual support

･ teamwork

･ service to others

･ commitment

･ innovation

･ risk aversion

･ complacency

･ insolence

･ ambition

･ levity

･ respect

･ silos

･ criticism

･ insecurity

･ fear

･ freedom

･ earnestness

･ fun

･ opportunity

･ survival

･ competition

･ contempt

･ individualism

･ suspicion

･ conflict

･ affirmation

･ encouragement

･ efficiency

･ dedication

･ hard work

･ perseverance

･ excellence

･ tension

･ serenity

･ accountability

･ energy

･ youth

･ excitement

･ enthusiasm

･ boredom

･ stagnation

･ empathy

･ achievement

･ bureaucracy

･ stagnation

･ arbitrariness

･ secrecy

･ open communication

･ candor

･ stifled communication

･ straight talk

･ honesty

･ empowerment

･ moderation

･ balance

･ success

･ complacency

･ proactivity

･ resourcefulness

･ accuracy

･ speed

･ creativity

･ extravagance

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How important is a healthy organizational culture?

“If you get the culture right, most of the other stuff — like great customer service, or building a great long-term brand, or passionate employees and customers — will happen naturally on its own.”

Tony Hsieh, CEO

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“Culture eats strategy for breakfast.”

“Amateurs talk strategy; the professionals focus on tactics; and superstars concentrate on culture.

“Superstars focus on culture because a company’s culture will determine if the company will successfully execute its strategy and tactics.”

Jerry Rawls,

Chairman of the Board

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How vibrant is your library’s culture?

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Signs You May Need a Culture Shift

1. Difficulty

2. Direction

3. Deployment

4. Development

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•“My message for business leaders is always, if you want to be more innovative, if you want to be more competitive, if you want to grow, you can’t just think about what your next product’s going to be or what your technology’s going to be.

Tim Brown, CEO & President

“The world is changing so dramatically today that hardly any organization is set up for the future. And so if we can’t change our cultures, then essentially we’re accepting that the organizations we have today will disappear and other ones will emerge to replace it.”

“You have to think about the culture that you’re going to build that allows you to do this over and over and over again. ….

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JPL’s Experience

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destination:LEADERSHIP

1.Model the Way 2.Inspire a Shared

Vision3.Challenge the

Process4.Enable Others

to Act5.Encourage the

Heart

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Stating the Obvious

“You cannot merely announce what you want people to do differently and then sit back and expect them to do it.”

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What it takes to shift the culture

• “The most difficult organizational attribute to change.” -- Edgar Schein

• “extremely difficult but cultures can be changed.” -- Martins & Martins

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miracle diet

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all in - jaguars

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all in - poker

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How Do We Get From Here to There?

• Experiences create Beliefs• Beliefs create Actions• Actions create Results

If you’re not happy with the results, change the experiences!

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Can’t Skip [Experiences > Beliefs] Stage

Too often leaders try to change the way people act without changing their beliefs about “how we do things around here.”

As a result, they get:

• compliance, but not commitment

• involvement, but not investment

• progress, but not lasting performance

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Example: Experiences drive beliefs.

Cultural

Belief at

“Everyone is a hands on contributor and feels

comfortable sharing ideas and opinions.”

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Say “Yes” a lot.

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Yes Yes yes yes YES yes YES Yes yes yes Yes yes yes YES yes YES yeS Yes yes yes YES yes YES yeS Yes yes yes YES yes YES

Yes Yes yes yes YES yes YES Yes yes yes Yes yes yes YES yes YES yeS Yes yes yes YES yes YES yeS Yes yes yes YES yes YES

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Six Guidelines for Cultural Change

Cummings & Worley, Organization Development and Change (2004)1. Formulate a clear vision of the

culture to be inculcated.2. Display top management

commitment.3. Model the culture at the highest

level.4. Modify the organization.5. Select and socialize newcomers

and terminate deviants. 6. Evaluate.*

* not exactly Cummings & Worley’s

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1. Envision the Change

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chanpipat / FreeDigitalPhotos.net

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1. Envision the Change

• Start from a model.

• Leadership Challenge

• 10 Steps to a Learning Organization

• Five Dysfunctions of a Team

• Create your own.

• Pick a company you admire to model.

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JPL’s Program destination:LEADERSHIP

•Based on The Leadership Challenge, by James Kouzes and Barry Posner

1. Model the Way 2. Inspire a Shared Vision3. Challenge the Process4. Enable Others to Act5. Encourage the Heart

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Determine for yourself the traits you need to create a vibrant organizational culture.

• Collaborate• Authentic Respectful Communication• Shared Purpose• Active Listening• Flexibility/Comfort with Ambiguity• Focus on Positive Solutions• Let Go of Outcomes/Reframe Failure as

Opportunity• Confidence

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apple

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Use a company you admire as a model.

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pike place market

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publix

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Six Guidelines for Cultural Change

Cummings & Worley, Organization Development and Change (2004)1. Formulate a clear vision of the

culture to be inculcated.2. Display top management

commitment.3. Model the culture at the highest

level.4. Modify the organization.5. Select and socialize newcomers

and terminate deviants. 6. Evaluate.

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Your leaders must lead.

“Developing the leadership competency to accelerate the change effectively and then sustain the culture over time is the never-ending role of leadership. You can exclude no one. Culture building will and must involve every single leader in your organization.”

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Six Guidelines for Cultural Change

Cummings & Worley, Organization Development and Change (2004)1. Formulate a clear vision of the

culture to be inculcated.2. Display top management

commitment.3. Model the culture at the highest

level.4. Modify the organization.5. Select and socialize newcomers

and terminate deviants. 6. Evaluate.

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Modify the Organization =Integration

• MEETINGS• FEEDBACK

MECHANISMS• policies & procedures• compensation• benefits• rewards• performance

evaluations• job descriptions• hiring criteria

“If you delay your efforts here, you could actually end up undermining the transition process.”

-- Connors & Smith

• promotions• physical spaces

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google

culture

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What can we learn about NEFLIN culture?

• brad@neflin.org• patty@neflin.org• jeannie@neflin.org

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Recognition

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Six Guidelines for Cultural Change

Cummings & Worley, Organization Development and Change (2004)1. Formulate a clear vision of the

culture to be inculcated.2. Display top management

commitment.3. Model the culture at the highest

level.4. Modify the organization.5. Select and socialize newcomers

and terminate deviants. 6. Evaluate.

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get rid of these

reward these

add more of these

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TRAIN

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Six Guidelines for Cultural Change

Cummings & Worley, Organization Development and Change (2004)1. Formulate a clear vision of the

culture to be inculcated.2. Display top management

commitment.3. Model the culture at the highest

level.4. Modify the organization.5. Select and socialize newcomers

and terminate deviants. 6. Evaluate.

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Evaluate to find out if you’re doing any good!

JPL is a place where people …

1.Follow through on commitments.

2.Support decisions others make.

3.Feel free to experiment and take risks.

4.Celebrate accomplishments.

Before you begin, establish a baseline.

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Keys to Success

• Long-term “all in” commitment

• Change the experiences

• Leaders who model the way

• Integration

• Quality training

• Evaluation of progress/continuous improvement

• Practice fundamentals of successful change

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why change efforts fail

QuickTime™ and a decompressor

are needed to see this picture.

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•We can move from this:

•to this:Please share your progress:

Richard Mott

rmott@coj.net

Jacksonville Public Library