atmtl2015 digging in the dirt
TRANSCRIPT
Digging in the Dirt Unearthing assump0ons about organiza0onal and team culture Ellen Grove /Agile Partnership Mike Bowler /Gargoyle SoCware
Where we’re going today…
Defining culture
Diagnosing my team/organiza0onal culture
Management styles
…then what?
Schein, Organiza(onal Culture and Leadership: “A pa&ern of shared basic assump4ons learned by a group as it solved its problems of external adapta4on and internal integra4on (…) A product of joint learning.”
Hofstede, Cultures and Organiza(ons: The So8ware of the Mind "the collec4ve programming of the mind which dis4nguishes the members of one group or category of people from another."
Katanga: hNps://hbr.org/2013/05/what-‐is-‐organiza0onal-‐culture “Culture is how organiza4ons ‘do things’.
Perrin, hNps://hbr.org/2013/05/what-‐is-‐organiza0onal-‐culture “Organiza4onal culture is the sum of values and rituals which serve as ‘glue’ to integrate the members of the organiza4on.”
Ar0facts Visible structures ,
processes, & behaviours
Values and Beliefs Strategies, goals, &
philosophies
Underlying Assump0ons Unconscious beliefs, percep0ons, thoughts and
feelings
hNps://www.flickr.com/photos/pere/523019984
Schein’s 3 levels of culture
My team feels like… …we’re an extended family?
…we’re a dynamic and entrepreneurial team?
…we’re achievement oriented?
…we’re focused on process?
The glue that holds my team together is…
…loyalty and trust?
…being on the cuEng edge?
…accomplishing goals?
…running smoothly?
My team defines success as… …teamwork?
…innova(on?
…market leadership?
…dependable, efficient delivery?
The leadership in my organiza0on focuses on …
…mentoring and nurturing?
…entrepreneurship?
…results?
…organiza(onal efficiency?
Clan (Collaborate)
Facilitator, Mentor, Team builder
Human development and par0cipa0on drives
effec0veness
Adhocracy (Create)
Innovator, Entrepreneur, Visionary
Innova0on, vision, and new resources produce
effec0veness
Hierarchy (Control)
Coordinator, Monitor, Organizer
Control and efficiency with capable processes drive effec0veness
Market (Compete)
Hard Driver, Compe0tor, Producer
Agressively compe0ng and customer focus produce effec0veness
Internal Focus and
Integra0
on
External Focus and
Differen
0a0o
n
Stability and Control
Flexibility and Discre0on Th
e Co
mpe
4ng Value
s Fram
ework
Quinn
and
Rorbaugh, 1983
What skills are demonstrated by the managers you most admire?
What cri0cal competencies do managers in your company need to have to move up?
Clan (Collaborate)
Managing Teams
Managing interpersonal rela0onships
Managing the development of others
Adhocracy (Create)
Managing innova0on
Managing the future
Managing con0nuous improvement
Hierarchy (Control)
Managing accultura0on
Managing the control system
Managing coordina0on
Market (Compete)
Managing compe00veness
Energizing employees
Managing customer service
Internal Focus and
Integra0
on
External Focus and
Differen
0a0o
n
Stability and Control
Flexibility and Discre0on Th
e Co
mpe
4ng Value
s Fram
ework
Quinn
and
Rorbaugh, 1983
Managing organiza4onal change • Determine where you are & figure out where
you’re going • Use the Compe0ng Values framework to
iden0fy the kinds of skills, behaviours and environment you want to cul0vate
• Use a disciplined approach like Lean Change to visualize your plan, your experiments and your progress.
Clan (Collaborate)
Managing Teams
Managing interpersonal rela0onships
Managing the development of others
Adhocracy (Create)
Managing innova0on
Managing the future
Managing con0nuous improvement
Hierarchy (Control)
Managing accultura0on
Managing the control system
Managing coordina0on
Market (Compete)
Managing compe00veness
Energizing employees
Managing customer service
Internal Focus and
Integra0
on
External Focus and
Differen
0a0o
n
Stability and Control
Flexibility and Discre0on Th
e Co
mpe
4ng Value
s Fram
ework
Quinn
and
Rorbaugh, 1983
Contact us!
Ellen Grove @eegrove [email protected] Mike Bowler @mike_bowler [email protected]