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Creating a Vibrant Organizational Culture. October 12, 2012. What Words Describe Your Library’s Culture?. 2. ・ contempt ・ individualism ・ suspicion ・ conflict ・ affirmation ・ encouragement ・ efficiency ・ dedication ・ hard work ・ perseverance ・ excellence ・ tension ・ serenity

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a culture of

・ 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

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

how important is a healthy organizational culture
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

culture eats strategy for breakfast
“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

signs you may need a culture shift
Signs You May Need a Culture Shift
  • Difficulty
  • Direction
  • Deployment
  • Development
slide8

“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.”

  • “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.

“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. ….

Tim Brown, CEO & President

destination leadership
destination:LEADERSHIP
  • Model the Way 
  • Inspire a Shared Vision
  • Challenge the Process
  • Enable Others to Act
  • Encourage the Heart
stating the obvious
Stating the Obvious

“You cannot merely announce what you want people to do differently and then sit back and expect them to do it.”

what it takes to shift the culture
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
how do we get from here to there
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!

16

can t skip experiences beliefs stage
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

18

example experiences drive beliefs
Example: Experiences drive beliefs.

Cultural

Belief at

“Everyone is a hands on contributor and feels comfortable sharing ideas and opinions.”

say yes a lot
Say “Yes” a lot.

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

21

six guidelines for cultural change cummings worley organization development and change 2004
Formulate a clear vision of the culture to be inculcated.

Display top management commitment.

Model the culture at the highest level.

Modify the organization.

Select and socialize newcomers and terminate deviants.

Evaluate.*

* not exactly Cummings & Worley’s

Six Guidelines for Cultural ChangeCummings & Worley, Organization Development and Change (2004)
1 envision the change
1. Envision the Change

chanpipat / FreeDigitalPhotos.net

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1 envision the change1
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

jpl s program destination leadership
JPL’s Program destination:LEADERSHIP
  • Based on The Leadership Challenge, by James Kouzes and Barry Posner
    • Model the Way 
    • Inspire a Shared Vision
    • Challenge the Process
    • Enable Others to Act
    • Encourage the Heart

25

determine for yourself the traits you need to create a vibrant organizational culture
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

26

six guidelines for cultural change cummings worley organization development and change 20041
Six Guidelines for Cultural ChangeCummings & Worley, Organization Development and Change (2004)

Formulate a clear vision of the culture to be inculcated.

Display top management commitment.

Model the culture at the highest level.

Modify the organization.

Select and socialize newcomers and terminate deviants.

Evaluate.

your leaders must lead
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.”

six guidelines for cultural change cummings worley organization development and change 20042
Six Guidelines for Cultural ChangeCummings & Worley, Organization Development and Change (2004)

Formulate a clear vision of the culture to be inculcated.

Display top management commitment.

Model the culture at the highest level.

Modify the organization.

Select and socialize newcomers and terminate deviants.

Evaluate.

modify the organization integration
MEETINGS

FEEDBACK MECHANISMS

policies & procedures

compensation

benefits

rewards

performance evaluations

job descriptions

hiring criteria

Modify the Organization =Integration

“If you delay your efforts here, you could actually end up undermining the transition process.”

-- Connors & Smith

  • promotions
  • physical spaces
what can we learn about neflin culture
What can we learn about NEFLIN culture?
  • brad@neflin.org
  • patty@neflin.org
  • jeannie@neflin.org
six guidelines for cultural change cummings worley organization development and change 20043
Six Guidelines for Cultural ChangeCummings & Worley, Organization Development and Change (2004)

Formulate a clear vision of the culture to be inculcated.

Display top management commitment.

Model the culture at the highest level.

Modify the organization.

Select and socialize newcomers and terminate deviants.

Evaluate.

slide36

get rid of these

reward these

add more of these

six guidelines for cultural change cummings worley organization development and change 20044
Six Guidelines for Cultural ChangeCummings & Worley, Organization Development and Change (2004)

Formulate a clear vision of the culture to be inculcated.

Display top management commitment.

Model the culture at the highest level.

Modify the organization.

Select and socialize newcomers and terminate deviants.

Evaluate.

evaluate to find out if you re doing any good
JPL is a place where people …

Follow through on commitments.

Support decisions others make.

Feel free to experiment and take risks.

Celebrate accomplishments.

Before you begin, establish a baseline.

Evaluate to find out if you’re doing any good!
keys to success
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

slide42
We can move from this:
  • to this:

Please share

your progress:

Richard Mott

rmott@coj.net

Jacksonville Public Library

44