slide1 l.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
Why Organizational Culture Matters Presented To: EFCOG QA Sub-Committee PowerPoint Presentation
Download Presentation
Why Organizational Culture Matters Presented To: EFCOG QA Sub-Committee

Loading in 2 Seconds...

play fullscreen
1 / 27

Why Organizational Culture Matters Presented To: EFCOG QA Sub-Committee - PowerPoint PPT Presentation


  • 283 Views
  • Uploaded on

Why Organizational Culture Matters Presented To: EFCOG QA Sub-Committee. Presented by: Mark Bodnarczuk Executive Director October 24, 2006 © Breckenridge Institute, All Rights Reserved. Conceptual Overview

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Why Organizational Culture Matters Presented To: EFCOG QA Sub-Committee' - jacob


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
slide1

Why Organizational Culture Matters

Presented To:

EFCOG QA Sub-Committee

Presented by:

Mark Bodnarczuk

Executive Director

October 24, 2006

© Breckenridge Institute, All Rights Reserved

slide2

Conceptual Overview

  • Culture – The purpose of culture (any culture) is to teach people how to see the world
  • Goal – Stimulate new ways of thinking about QA by showing how much of what you believe about quality and organizations is itself cultural – a product of the quality culture in the DOE Complex
  • Goal – Deep learning (comes only from unlearning which makes most people uncomfortable)
slide3

Session Overview

  • Session 1 – History, Results, Culture Model
  • Session 2 – Case Study Intervention and Strategic View
  • Session 3 – Six Elements of Work, Organizational Climate
  • Session 4 – Cultural Change and Enhancing QA Programs
  • Format – Seminar style with six working groups
  • Deliverable – Six working groups’ suggestions on ways to enhance DOE 414.1C and 10CFR830.120 QA programs
slide4

Session 1: History, Results, Culture Model

  • History – My involvement in QA
  • Insight – Appendix A, autopilot quality assurance culture with paper-paper, instead focus on enterprise-wide business processes and Criterion 5 (Work Processes)
  • External Environment – Governance and the business environment is the single biggest factor for creating culture, e.g. why TQM failed in DOE – no business results, no customers, no consequences for performance (good or bad)
slide5

Session 1: History, Results, Culture Model

  • Results – Begin and end with results – current quality culture has an unconscious bias toward process rather than results, safety over production (Collins’ tyranny of the OR and genius of the AND)
  • Red Flag – “That’s not how we do it…” or “The system doesn’t allow it” (DNFSB) are indicators of cultural norms operating
  • Culture – The purpose of culture (any culture) is to teach people how to see the world – it’s the See, Do, Get, Process™
slide6

Events in

the World

SEE

Current

Reality

Identify

Potential

Course of

Action

AUTOMATIC PILOT

DOING & LEARNING

PROCESS

Select

Data

GET

NEW DO

Future

Reality

Impose

Meaning

Deconstruction

(Appreciate Inquiry)

UNLEARNING

CHANGE

PROCESS

From

Awareness

to Action

Reconstruction

Clarify Change

Metaphors

Cultural Wilderness™

Disrupt the Equilibrium

See, Do, Get, Process™

slide7

Session 1: History, Results, Culture Model

  • Lewin – Geocentric, subway, conflict (Freud, Rogers, Skinner, EO Wilson)
  • See, Do, Get – See is culture, Do is the structures and systems we build, Get is actual organizational performance
  • Org Theory – Jaques: organizational and scientific theory, e.g. what are the fundamental theories that underlie the work of people like Collins, Kaplan, NQA-1, DOE 414.1C, QA (history)?
  • Culture Model – The three-part organizational theory that’s the foundation of the BCI™ culture model:
    • a) Three circles, b) Outside-in open systems theory, and c) Cultural Envelope™
  • Mapping – Build the connections between: a) the open systems theory, b) the Cultural Envelope, and c) the three radars
slide11

Session 2: Case Study Intervention and Strategic View

  • Results – Small group discussion about results
  • Intervention – Anthropologists to intervene is to affect
  • Approach – Expert services role, diagnostic role, collaborative role (small group discussion)
  • Case Study – From customer service training to culture
slide12

Session 2: Case Study Intervention and Strategic View

  • Border Guards – Small group exercise on building an interaction map
  • Selection Bias – Cognitive conflict and the self-selection bias of culture – where do you think most QA professionals fit?
slide13

HQ

Local Gov

Federal Gov

Support

Finance

ESS&H

Long-Term

Employees

Government Mindset

Town

Testing

Field

Production

Program

Technical Services

Operations

Recent Hires

Industry Mindset

Contractor

Local

Corporate

slide16

Session 2: Case Study Intervention and Strategic View

  • Strategic View – Establishes organizational purpose, direction, and ground rules for execution
  • Configuration – Six elements of the Strategic View are interdependent and settle down on a pattern of interaction that often embodies LOW (Jenga), e.g. changing one changes the others sometimes in unpredictable ways
  • Core Beliefs-Values – Exploring and characterizing seemingly contradictory, yet mutually held tacit assumptions, unquestioned beliefs that exist in an Essential Tension™ (both and thinking)
  • Self Assessment – Small group exercise: a self assessment of your organization
slide18

Session 3: Six Elements of Work, Organizational Climate

  • Execution – Shows an organization’s approach to execution – implementing the Strategic View (windows into culture)
  • QA – These are the elements that are closest to DOE 414.1C and 10CFR830.120
  • Configuration – Elements of the Six Elements of Work are interdependent and settle down on a pattern of interaction that often embody LOW (Jenga)
  • Core Beliefs-Values – Exploring and characterizing seemingly contradictory, yet mutually held tacit assumptions, unquestioned beliefs that exist in an Essential Tension™ (both and thinking)
  • Self Assessment – Small group exercise: a self assessment of your organization
slide20

Session 3: Six Elements of Work, Organizational Climate

  • Climate – The most easily recognizable aspects of organizational culture (closest window into culture)
  • Qualitative – The opinions and perceptions are dependent on organizational strata, personality, disciplinary background, and experience
  • Individual-Collective Paradox™ – Teasing apart the difference between individual values and personality (Border Guards) and collective, social beliefs and values (culture)
  • Configuration – Elements of the six elements are interdependent and settle down on a pattern of interaction that often embody LOW (Jenga)
  • Core Beliefs-Values – Exploring and characterizing seemingly contradictory, yet mutually held tacit assumptions, unquestioned beliefs that exist in an Essential Tension™ (both and thinking)
slide22

Session 4: Cultural Change and Enhancing QA Programs

  • Overall Score – Small group exercise: complete the overall organizational score sheet
  • Quantitative Analysis – Use advanced analytics to identify root causes and cause and effect relationships within each dimension (factor analysis), then between the 18 perspectives in all three dimensions (regression analysis, structural equation modeling)
  • Gap Analysis – Establish how wide the gap is between the formal and informal structures, systems, and culture by examining objective evidence and day-to-day operations and interactions
  • Qualitative Analysis – Explore and characterize the underlying core beliefs and values (tacit unquestioned assumptions) that explain the true (informal) motivations of the scores (data mining on verbatim comments, and a portfolio of formal and informal communications)
slide23

Session 4: Cultural Change and Enhancing QA Programs

  • Now What – It’s easy to “talk” about culture change, but very, very difficult to do, e.g. 18 months to 2 years per layer of management
  • Cliff Notes Culture Change – Small group exercise using the nine-step improvement process that
  • Harnessing Process™ – A single diagram that codifies the principles and practices presented into a long-term cultural change process
slide24

Harnessing Process™

Structure and Systems

Surface Traits

Formal Rules of the Game

Gyroscope

Senior Team

Strategic View

Squandered Energy

Six Elements of Work

Financial Management

Collective Memory (Level 1)

Redesign Structures and Systems (Org Energy)

Redesign Cultural Elements (Psych Energy)

Redesign Embedding Process

Align Structures, Systems, Culture, and Embedding

Step-By-Step Implementing Plan and Budget

Defining New Results (Org and Psych)

Clarifying the Change Metaphor

A Ceremonial Ending

Implementing the Plan

Organization-Wide Embedding Mechanisms

Understand Change-Transition

Manage Survival-Learning Anxiety

Focus on the Gyroscope and Be a Trim Tab™

Commitment to Stockdale Paradox

Monitor and Measure Results

Course Correct - Continue Embedding Mechanisms

Cultural Elements

Underlying Assumptions

Informal Rules of the Game

Organizational Climate

Management Philosophy

Openness to Change

Constructive Conflict

Just Culture, Creativity, Tradition

Core Beliefs and Values

Cultural Barriers

Collective Memory (Level 2)

Transition to

Organization-Wide

Implementation

Navigating the

Cultural Wilderness™

Embedding Process

Concretize Change

New Organizational Reality

Develop Hedgehog and Deploy (GMTs)

HA Strata Templates

MoR (Development and Just Culture)

Managers Accountable for Staff’s Results

Build Change Into Perform Appraisals

Monday-Friday E-Mails

On-Site Sessions

Primary Embedding Mechanisms

Secondary Embedding Mechanisms

Stop Doing List

Org-Wide Communication Plan

Advanced Analytics

Financial Analysis

Transition to

Organization-Wide

Implementation

Navigating the

Cultural Wilderness™

Deconstruct

Reconstruct

Define

Change

Awareness

To Action

New Do

Obtain New

Results

slide25

Session 4: Small Group Deliverable

  • Line Managers – Use material to help line managers “see” themselves, working associates, and the overall organization differently with the goal of improving results
  • Intervention-Approach – Use material to improve intervention style and approach (expert, diagnostic, collaborative)
  • Enhancing QAP – Use material to make your QA program less focused on paper and process and more focused on obtaining improved results
slide26

Conceptual Review

  • Culture – The purpose of culture (any culture) is to teach people how to see the world
  • Goal – Stimulate new ways of thinking about QA by showing how much of what you believe about quality and organizations is itself cultural – a product of the quality culture in the DOE Complex
  • Goal – Deep learning (comes only from unlearning which makes most people uncomfortable)
slide27

Where do we go from here?

The Complex needs a new quality culture

The Complex needs a new theoretical foundation for quality

Today’s material could be a starting place to rethink these things

Photos provided by: © 2006 Annie Crawley, www.anniecrawley.com