Pete sayers university of bradford may 2009
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Pete Sayers University of Bradford May 2009. Culture & Values. Aims - To investigate the relationship between culture and values To present the Human Synergistics Organisational Culture Inventory To contrast the culture Bradford has & the values Bradford espouses. Aims. Objective.

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Pete sayers university of bradford may 2009

Pete Sayers

University of Bradford

May 2009

Culture & Values


Culture values

Aims -

To investigate the relationship between culture and values

To present the Human Synergistics Organisational Culture Inventory

To contrast the culture Bradford has & the values Bradford espouses

Aims


Objective

Objective

  • To map the gap

    • Between actual culture and espoused values

  • To build the bridge

    • The plan to get us from where we are now to where we want to be

  • To cross the bridge

    • Action to be taken


First

First.........

What is culture?


Definitions of culture

Definitions of Culture

  • Artefacts

  • Customs

  • Beliefs

  • A three layer cake

Ray French - Cross Cultural Management in Work Organisations CIPD 2007


Culture at work

Culture at work

Cultural influences on groups –

Heritage – the extent to which people share a common heritage

Education – the extent to which a common level of education determines attitudes and behaviour

Organisation – the norms and values of the workplace


Three approaches to mapping cultural difference

Three approaches to mapping cultural difference

  • Human Synergistics Organisational Culture Inventory (based on work on motivation by McClelland)

    • maps behaviours & values in organisations

  • Spiral Dynamics (Beck & Cowan)

    • maps changes in thinking over time as societies develop

  • National / International Cultures (Hofstede, Trompenaars)

    • Maps differences in thinking & behaviour between people from different parts of the world


Organisational culture

Organisational Culture

First you have to understand what culture is, and how to describe it objectively.

  • Definition:

    • ”The total range of behaviours, ethics and values that are transmitted, practised and reinforced by members of the organisation.”

    • EFQM Excellence Model

  • It’s easier to feel and respond to the culture than to describe it.


Organisational culture1

The Human Synergistics produces a map of the culture in terms of 12 values (styles of behaviour), and the extent to which people perceive their presence at the University

Humanistic (encouraging)

Affiliative

Approval

Conventional

Dependent

Avoidance

Oppositional

Power

Competitive

Perfectionistic

Achievement

Self-actualising

Organisational Culture


Organisational culture2

The measure we are using from Human Synergistics produces a map of the culture in terms of 12 values (styles of behaviour), and the extent to which people perceive their presence at the University

6 are task focused

6 are people focused

Organisational Culture

task

people


Organisational culture3

The measure we are using from Human Synergistics produces a map of the culture in terms of 12 values (styles of behaviour), and the extent to which people perceive their presence at the University

4 are assertive, constructive styles

4 are aggressive, defensive styles

4 are passive, defensive styles

Organisational Culture

assertive, constructive

aggressive,

defensive

passive,

defensive


Defining aggressive and passive in this context

Defining “aggressive” and “passive” in this context

Aggressive Passive

Behaviour continuum

Aggressive = styles of behaviour intended primarily to meet one’s own needs. Aggressive styles get things done but often at the expense of others.

Passive = styles of behaviour intended primarily to meet the needs of others. Passive styles provide safe environments through subordination of self.

Assertive, constructive styles come in the middle of this continuum, achieving a balance of needs, based on an ”I’m OK; you’re OK” belief.


Culture values

TASK ORIENTED

PEOPLE ORIENTED

Constructive

Humanistic encouraging

Self-actualising

Affiliative

Achievement

12

Approval

1

11

2

Perfectionistic

10

3

4

9

Conventional

Competitive

8

5

7

6

Dependent

Passive, defensive

Aggressive, defensive

Power

Oppositional

Avoidance


Culture values

new challenges, innovation, ownership, receptive to change, pride, enjoyment

people are open, sensitive to others, participation, personal development, mentoring, coaching

continuous performance improvement, challenging goals, energy, enthusiasm, quality input (quantity output)

co-operation, teamworking, open and friendly relationships

Humanistic encouraging

Self-actualising

Affiliative

Achievement

hard work, effort, quantity input (quality output), keeping track of detail

pleasing others, polite veneer,conflict suppressed, agreement expected

12

Approval

1

11

Perfectionistic

2

10

3

4

9

Competitive

8

5

Conventional

conservative, bureaucratic, rulebound, new ideas suppressed, resistent to change

Internal win-lose framework, lower levels of co-operation

7

6

Dependent

Power

top-down control, centralised, non-participative, inflexible, initiatives not allowed, obedience

status, authority, control, non-participative

Oppositional

Avoidance

punish failure, fail to reward success, blaming, responsibility not taken, keep your head down

open conflict, confrontation, negativism rewarded, members critical of each other and ideas, playing devil’s advocate


Oci bradford pg cert participants ideal 2009

OCI – Bradford PG Cert participants’ ideal - 2009

N=20

Participants from People Development’s Postgraduate Certificate in Leadership & Management Development in Higher Education


Ideal target culture

Ideal/targetculture

Human Synergistics benchmark


Oci actual culture at the university of bradford vice chancellor s advisory group 2004

OCI – actual culture – at the University of BradfordVice –Chancellor’s Advisory Group 2004


Leadership develop ment course actual university of bradford march 2007

Leadership Develop-ment course -actual University of Bradford- March 2007


Actual culture university of bradford 2008

actual culture – University of Bradford 2008

N = 169


Actual culture university of bradford 2009 pg cert participants

actual culture – University of Bradford 2009pg cert participants

N = 122


Culture vision and values

Culture is the enabler.

Vision is where you want to be in ”n” years time

The strategic plan is what will take the organisation from where it is now to where you want it to be.

A personal development plan (PDP) is what will take you, as an individual, from where you are now to where you want to be

A set of values is a way of using the organisation’s everyday language to define the culture that you aspire to.

A set of values indicates the type of leadership behaviour that is judged necessary to achieve the vision.

The challenge is turning aspirational values into everyday behaviour

Culture, vision and values


Culture values

University of Bradford’s Values

From the 2004-9 Corporate Strategy

Northwest Missouri State University’s Cultural Core Values

  • We focus on our students and stakeholders.

  • We care about each other.

  • We are a learning organization, continually improving our university and ourselves.

  • We collaborate and work together to accomplish our goals.

  • We master the details of what we do.

  • We are open and ethical.

  • We are leaders in our field.


University values 2009

University values 2009

  • Inclusive – value, harness and utilise the diversity of our students and staff and celebrate the benefits they bring.

  • Ethical –be open, transparent and respectful, protect freedom of thought and be a force for social change.

  • Reflective –be a learning organisation, with ambition that fosters curiosity, enquiry and innovation.

  • Supportive –nurture a learning and working environment based upon principles of self respect, tolerance and support.

  • Adaptable –be flexible and responsive in our working practices and seek to work effectively with others

  • Sustainable - seek to be world class and embed sustainable development and practice in everything we do.

The list of values as currently proposed for the 2009-14 Corporate Strategy

By ensuring our values are considered in every aspect of the way we work we will aim to be, and continue to be:


Values behaviour

Values Behaviour

  • The implications of a set of values for the behaviour of those showing leadership throughout the organisation

The Challenge:


Culture values

Friendly,

Accepts others values

Relies on own judgement

Forgiving

Not bound by policy

Agreeable

Able to bend the rules when necessary

Not upset by change

Tactful

Does not depend on others for ideas

Likes responsibility

Capable of taking charge

Does not procrastinate

Is proactive in problem solving

Confident

Willing to take risks

Likely to explore alternatives

Human Synergistics

Ideal Leadership Circumplex


Comparing organisational culture with individual leadership style

Comparing organisational culture with individual leadership style

  • The organisational culture survey enables you to map the gap between the ideal and actual culture.

  • The Lifestyles survey of individual leadership style enables you to see the difference between the style used by a manager and the organisational culture

Ideal culture

Actual culture

Gap?

Gap?

Gap?

Self perception of leadership style

Others’ perception of leadership style

Gap?


And now

And now

Some other ways of mapping cultural difference


Spiral dynamics

Spiral Dynamics

  • This model explains cultural difference as an evolutionary process of human development.

  • Organisations (from countries to companies) can find themselves at a location on the spiral, and also evolve through change and development.

  • Individuals, too, can be seen to develop along the spiral as they grow.

  • The spiral is a continuum represented spacially in two dimensions – evolution through time is one dimension, the other is the individual (expressive)/ group (collective) dimension.


Spiral dynamics1

Spiral Dynamics

People have a way of thinking and viewing the world that can be located at different points on the spiral depending on circumstances.

Nations or organisations have a culture that spreads along the spiral and may cover a number of ”colours”.

Beck & Cowan’s terms for the various stages in the spiral


Tompenaars dimensions

Tompenaars’ dimensions

Trompenaars got his data from working with managers in a variety of international businesses.

He asked them to answer specific questions designed to highlight the approaches of different national groups

  • Universalism versus particularism

    (rules versus relationships)

  • Collectivism versus individualism

    (the group versus the individual)

  • Neutral versus emotional

    (the range of feelings expressed)

  • Diffuse versus specific

    (the range of involvement)

  • Achievement versus ascription

    (how status is accorded)

+ insights into how these dimensions affect people’s view of status, time and their place in nature


Examples from trompenaars

Examples from Trompenaars

  • An ethical dilemma

  • How would you answer?

From Trompenaars

”Riding the Waves of Culture”


Culture values

Universal versus Particular


Culture values

Trompenaars – example 2

Collectivism versus individualism


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