The Culture That Got You Here Won’t Get You There · 2019-02-26 · The Culture That Got You Here...
Transcript of The Culture That Got You Here Won’t Get You There · 2019-02-26 · The Culture That Got You Here...
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The Culture That Got You Here Won’t Get You There
Jamie Baker, Lawrence Academy
Matt Ruby, Ruby Consulting, LLC
2019 Annual Conference
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Goals for Today
● Cultural Framework
● Change Ready vs. Change Capable Culture
● Getting from Here to There: A Culture Plan
● Leadership Challenges
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Assumptions
● Care Deeply● VUCA● Culture-Change
Tension● Disruption● Tools
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What is Culture?
Booklet, page 4
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Culture: A Strategic Asset
Culture determines how people engage and creates the operational structures and
processes that deliver institutional outcomes.
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How Do You Learn About
Your Culture?
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Role of CurriculumPowerAutonomyGradesAssessmentWhen/Where Learning HappensRelationships
Cultural Assumptions
StudentsTimeTeaching LearningRole of ParentsLeadershipSpaceAccountability
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Survey
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Anthropology and Observation
Underlying assumptions related to something specific
Listening and observing
A guide can be helpful
Assumptions - Artifacts - Espoused Values - Outcomes
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Take A Culture Walk
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What does learning look like at this school?
How does one belong at this school?
What are the assumptions about change?
How are decisions made at this school?
What five adjectives describe faculty meetings?
How do departments set goals?
Why should students attend this school?
Culture Interview
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Cultural Framework
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“Organizational culture is the pattern of basic assumptions that a given group has invented, discovered or developed in learning to cope with its problems of external adaptation and internal integration and have worked well enough to be considered valid, and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to these problems.”
Edgar Schein
What is Culture?
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Understanding challenges and opportunities
How goals and direction are set
Measuring results & course corrections
Governance and leadership
External Adaptation Assumptions
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Power, Authority, Status, Rules
Common language & conceptual categories
Criteria for belonging
Criteria for power and status
Rewards and Punishment
Values, ideology
Internal Integration Assumptions
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Individual vs. Institution
The nature of people
What is the right work/activity?
The nature of time
The nature of relationships (e.g. cooperative, competitive, individualistic, collaborative)
Deep Assumptions
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Exercise: Pinpointing Culture
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Segment Assumptions
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Leveraging Culture
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Exercise: Beloved Academy
Let’s develop a change plan
Read Beloved’s story on page 14
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HERE
Booklet pages 13,14,15
THERE
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Urgent recognition that we have to go from HERE to THERE in response to challenges
Skills, knowledge, drive to create new outcomes
CHANGE READY
CHANGE CAPABLE
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Unified Leadership/Board
Urgent Recognition of the Need for Change
Compelling Leadership that can Make the Argument
Dedicated Resources to Support the Work
Collaborative Spirit
Change Ready
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Common Vision and Purpose
Clear Expectations, Authority, Responsibility
Aligned Structure and Processes
Engaged Talent, Skills, and Knowledge
Explicit Commitment and Support
Change Capable
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Leading Change
The only thing of real importance that leaders do is to create and manage culture.
- Edgar Schein
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Culture Rules
Culture eats strategy for breakfast.
Peter Drucker
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It’s not Easy . . . But it is Necessary
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Rational Emotional Cultural
Types of Resistance
I don’t understand whyI don’t know howNo time to prepareToo much effort to do There is no guarantee
Fear of unknownNeed for security/controlFear of changeLow frustration toleranceI may fail
I don’t have toI don’t agree with the change What’s in it for me?InertiaArchitect of status quoLack of trustInstitutional lack of leadershipLack of accountabilityOrganizational politics
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Rational Emotional Cultural
Types of Resistance
I don’t understand whyI don’t know howNo time to prepareToo much effort to do There is no guarantee
Fear of unknownNeed for security/controlFear of changeLow frustration toleranceI may fail
I don’t have toI don’t agree with the change What’s in it for me?InertiaArchitect of status quoLack of trustInstitutional lack of leadershipLack of accountabilityOrganizational politics
CommunicateRemove barriers
EmpathizeHold the tension
Structure for new behaviorAnnounce new culture elements
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optimism
pessimism
beginning of transition transformation
shock & angst
doubtdisorientation nostalgia
denialgossip angerfear
choice
creativity
collaboration
confidence
capable, connected & ready
change is a reality
current performance level
new performance level
The Implementation Dip
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Celebrating The Dip
The dip creates scarcity; scarcity creates value.
- Seth Godin
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Conversationsthe costs
of doing
nothing
the culture we need to support the work ahead
idea of good enough
success
supporting each other
Being a safe place to fail
reflecting and
iterating
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Apply The Model To Your School
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Jamie Feild Baker
@JamieFBaker901.337.0525
Matt Ruby
@MattCRuby207.381.7817
Feel free to contact us!