Cultural work in practice - GNSSN Home · 2014-11-20 · ”We Work ” High Status ... lojalty,...

1

Liv Cardell, Senior Management Consultant

CEO, Cardell Consulting AB, Sweden

Cultural work

in practice shared language,

tools and belief system

2 Cardell Consulting ©

Concrete - stabile

Regulations - Policies

Linear

Goals

Control

Decision Making

Operational – Short Term

Complicated

Knowledge

Easy to connect Input

and Outcome

Investment

”We Work”

High Status

Higher Rewards

Abstract Invisible

Norms-Rituals

Circular

Vision Values

Cultivating training

Long Term

Complex

Wisdom

Hard to connect Input

and outcome

A Cost

Take time from Work

Lower status

Lower Rewards

Heroes

STRUCTURE & CULTURE

Structure Kultur Structure

Liv Cardell, Cardell Consulting AB. Web: cardellconsulting.se, Mobil: +46 733 744 777

Culture

Improvement

Separate in order to bring together – shared language

• .

3. CORE VALUES

4. LEADERSHIP PHILOSOPHY

6. ACTIVITIES 5. GOAL

2. VISION 1. ASSIGNEMENT

CONTEXT

7. IMPROVEMENTS

© Liv Cardell, Cardell Consulting AB. Web: cardellconsulting.se, Mobil: +46 733 744 777

Management

Team

Manager Team Citizen

• By informing

• By policies

• By demanding

• By an inspirational afternoon

presentation

• By a ”Kick off” or a two day red

event

CULTURE CAN’T BE

DEVELOPED BY

CULTURE DEVELOPES

Systematic and continuous

processes developes in

processes in-between

people

Meetings are the cradle of

culture

DEBATE & DIALOGUE

Liv Cardell, Cardell Consulting AB. Web: cardellconsulting.se, Mobil: +46 733 744 777 Cardell Consulting ©

BLUE & RED TOOLS AND

WORKING FORMS

TOOLS

• POLARITY THINKING: Understand

the need of both structure and culture

• SYMBOLS BLUE, RED & GREEN: Shared

Language. Simplifies communication

• GENERALIZING: Easier to understand

complexity

• CONTEXT PICTURE: help to see the

wholeness. Use people in the picture

3 DOMAINS FOR CULTURAL AND ORGANIZATIONAL GROWING

STRUCTURE

Producing

Doing

CULTURE

Cultivating

Feeling

IMPROVEMENT

Learning

Training


PURPOSE STRUCTURE

Focusing, structuring,

stabilizing, following up, controling, regulating,

descision making,

planning, discipline

PURPOSE CULTURE

Reach humans, create trust, openess, courage,

lojalty, sharing aims, vision

and values, create

willingness to contribute,

increase performance

Tools: Debate,

discussion, win –

loose, vote, inform,

ordering – ruling,

convincing,

rethoric, the truth,

organizational

charts

Tools: Dialogoue, reflecting, questioning, story

telling, touching, involving, co-creating,

methapohres, pictures, diversity, coaching,

appreciating, solution focus, activity based

tools, systemic mapping

SORTING COMMUNI- CATION TOOLS

Liv Cardell, Cardell Consulting AB. Web: cardellconsulting.se, Mobil: +46 733 744 777

Cardell Consulting ©

PURPOSE IMPROVE

Widening – new perspectives, context,

training, questioning,

learning, exploring, co-

creating, understanding,

continous improvements

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LIVE THE CULTURE YOU WANT TO BE

LIVED


95% of the

meetings and

meeting rooms are

blue oriented

33% find meetings

a waste of time

28% decision

efficiency

We use 25% of our

working time in

meetings. Time

without demands on competence or

efficiancy

And the importance of participation, engagement and

joy cant be emphazised enough

DIFFERENT ISSUES NEED

DIFFERENT TOOLS

The most focus is on blue issues and

also some on green. Red is often

missing. That’s why there often is a

failure working with culture and change.

TOOLS

EXAGGERATE COMMUNICATION AND

WORKING DOMAINS

By exaggerating the differences between

blue and red and even green, it will be

easier to create a concious balance between

the three. Without exaggerating, blue often

will win.

TOOLS

To reach a person

and make a

person move you

have to reach, not

only the head but

also the heart and

stomach.

REACH THE WHOLE PERSON


• Dialogue based

• Reflecting

• Activity based – Involving – Co-Creating

• Visualise context

• Language Based (Solution Focus, Story Telling,

Appreciative Inquiry, Future Focused)

• Cross-Over Meeting

• Tuning in and Tuning out

• Celebrate and notice successes


CHARACHTER RED TOOLS


TOOLS

Involving meetings

Facilitative leadership

BENEFITS WITH BIG GROUP DIALOGUES

• Improve the feeling of ”we”

• Improve openess & courage

• Improve the will to contribute

• Improve ideas

• Improve problem solutions

• Improve shared pictures

• Improve focus on the whole

• Improve learning

• The collegual pressure is more effectiv than a

manager pressure

• Easier to align goals

INVITE THE WHOLE SYSTEM AND

INTERESTE PARTYS


Like brain

synapses

the more

coordinated

relations the

wiser

Training, sharing, learning, cultivating, problemsolving, trust, courage, openess

TOOLS

CHANGE THE

MEETINGROOMS

METHAPORES

THE JAR: Structure

THE LABEL: The brand

THE TASTE: Aimed vision & values

THE SPICES: The shared tools,

systems, belief systems,

rituals

To vitalize an organization its

more about changing

context than change the

individuals behaviour


A safety culture needs a systematic and

continuous training in daily life.

Management-forum

cross wise

every sixth week

Employee-forum

Cross-wise

once a year


21

Team-meetings every week

Team Self-assesse-

ments once a year

Project Teams,

developing-teams

Senior Manager

meeting with junior manager Four times a year

TOOLS NEVER ENDING JOURNEY

3-MANAGEMENT FOCUS

ADMINISTRATOR

SPECIALIST

Planning

Organizing Following up

Controling

Doing

Focus: Efficiency, techniques, doing right

22 Liv Cardell, Cardell Consulting AB. Web: cardellconsulting.se, Mobil: +46 733 744 777 Cardell Consulting ©

LEADERSHIP

Coaching

Supporting

Cultivating

Focus: Growing,

performance, wellbeing

IMPROVE

COORDINATE

Developing

Connecting

Visioning Networking

Focus: Direction,

wholeness, enviroment, sustainability

• The management team must make the

desired management focus clear

• Need to reward what you want to grow

To get corn

you have to

sow corn

TOOLS

1. UNITED. To have shared aims, visions

values.

2. DRIVING LICENSE for organizational

and cultural change

3. DISCPLINE Clarify role expectations and

the lowest accepted limit. A plan to

support and discipline.

4. NEW MEETINGFORMS The courage to

have new meeting forms

TOOLS Management team

HIGH FIVE

3.

CULTURE

Vision

Values

DIALOG

Self assessment – feedbackcoaching team and individuals


TOOLS

TEAM DIALOGUES – TEAM APPRAISALS

More than individual appraisals, the team dialogue

contributes to

• Have an impact on culture

• Improve openess and courage

• Improve the will for change and improvements

• Improve the will to contribute to

• increases the willingness to help colleagues and

and wholeness to grow

• Pick up signals early

TOOL

BEFORE A MEETING, FORMULATE FOLLOWING

What do I want people to

• Know

• Understand

• Feel

when they leave the meetingrooms

SOURCES OF INSPIRATION

• Peter Senge, USA, Systemic Approach

• Paul Moxnes, Norway, Anxiety and Work

• Aaron Antonowsky, USA, Sence of Coherence for Meaning and

Health

• David Cooperrider, USA, Appreciative Inquiry

• Peter Lang, England, Kensington Consultation Centre

• Björn Ekelund, Norway, Human Factors, Diversity Icebreaker

• Carsten Arnfjord Thomsen, Denmark, Innovation Research

• Jody Hoffer Gittel, USA, Relational Coordiantion

Cultural work in practice - GNSSN Home · 2014-11-20 · ”We Work ” High Status ... lojalty,...

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