October 12, 2012 Creating a Vibrant Organizational Culture.
-
Upload
melissa-pruitt -
Category
Documents
-
view
213 -
download
0
Transcript of October 12, 2012 Creating a Vibrant Organizational Culture.
October 12, 2012
Creating a Vibrant Organizational Culture
22
What Words Describe Your Library’s Culture?
3
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
4
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
5
“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
6
How vibrant is your library’s culture?
7
Signs You May Need a Culture Shift
1. Difficulty
2. Direction
3. Deployment
4. Development
8
•“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. ….
9
JPL’s Experience
9
10
destination:LEADERSHIP
1.Model the Way 2.Inspire a Shared
Vision3.Challenge the
Process4.Enable Others
to Act5.Encourage the
Heart
11
Stating the Obvious
“You cannot merely announce what you want people to do differently and then sit back and expect them to do it.”
12
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
13
miracle diet
13
14
all in - jaguars
14
15
all in - poker
16
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!
18
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
20
Example: Experiences drive beliefs.
Cultural
Belief at
“Everyone is a hands on contributor and feels
comfortable sharing ideas and opinions.”
21
Say “Yes” a lot.
21
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
22
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
23
1. Envision the Change
23
chanpipat / FreeDigitalPhotos.net
24
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.
24
25
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
25
26
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
27
apple
27
Use a company you admire as a model.
28
pike place market
28
29
publix
30
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.
31
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.”
32
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.
33
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
3434
culture
35
What can we learn about NEFLIN culture?
36
Recognition
36
37
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.
38
get rid of these
reward these
add more of these
39
TRAIN
39
40
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.
41
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.
42
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
42
43
why change efforts fail
QuickTime™ and a decompressor
are needed to see this picture.
44
•We can move from this:
•to this:Please share your progress:
Richard Mott
Jacksonville Public Library