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CREATING AN INNOVATIVE CULTURE

WOUTER SMITSenior researcher

W.SMIT@HVA.NLLINKEDIN.COM/IN/SMITWTWITTER: ONDERWIJS_LAB

MAIN TOPICS THIS LECTURE

1. Organisational culture

2. Team development

3. (relation with) innovation

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Feel free to ask questions!

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SPACE INVADERS

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DEER

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ORGANIZATIONAL CULTURE: DEFINITIONS

• “What we think is important”

• “The way we do things around here” (Deal & Kennedy, 1982)

• “The personality of the organization and what it stands for (Leavy, 2005)

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CHARACTERISTICS

• INVISIBLE• EQUILIBRIUM• ROBUST CORE, ACTIVE CHANGE IS DIFFICULT • “THE (IMMUNE)SYSTEM HITS BACK”• MULTIPLE ‘LAYERS’ AND MULTIPLE ‘TYPES’• SIGNIFICANT FACTOR FOR FAILURE OF REORGANISATION • IN ALIGNMENT WITH STRATEGY/PURPOSE/ENVIRONMENT

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VALUES/ MINDSET AS CENTRE OF MANY STRATEGY MODELS

7s model, Peters & Waterman, 1988 Golden circle mode, Sinek, 2009

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How to observe?

SCHOOLS OF CULTURE 1/2Managementschool (Handy, Schein) Antropologische school (Hofstede)

Relative stable, homogeneous and constent system of assumptions, values and norms wich can be objectified and brought in comparison

The organisation has a culture

Describing what you see when you observe/ experience a culture in the form of a story or dialogue

The organisation is a culture

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SCHOOLS OF CULTURE 2/2Sociaal constructionism (Weick/ Homan) Post modernism

(Luhmann, Alvesson)There is no such thing as an ‘objective’ culture. There exist only individual/ social constructions of reality

Culture is a collection/ combination of (social) constructions

Culture is a collection/ combination of (social) member constructions

There exists a complex system (network) of interactions between members

There is no organisational culture

FAMOUS THEORIES IN ORGANISATIONAL CULTURE

1. Cultural dimensions model - Hofstede (1991)

2. Iceberg model - (Schein (1999)

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HOFSTEDE: MODEL OF CULTURAL DIMENSIONS

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SCHEIN: LEVELS OF CULTURE

• CULTURE IN THREE LEVELS

1. ARTEFACTS: 2. VALUES & ATTITUDE3. BASIC ASSUMPTIONS

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CULTURE AND THE ICEBERG PRINCIPLE

De Nederlandse Bank, 2013

behavior

Social dynamics

mindset

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GROEPSDYNAMIEK: PROCEDURELE RECHTVAARDIGHEID

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EXAMPLE OF A COLLECTIVE MINDSET

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INNOVATIVE CULTURE: WHAT IS NECESSARY 1/2

• Strong culture makes (cultural) change difficult

• It’s not about if the culture can be changed but if culture fosters change (Dyer & Shafer, 1998).1. Proactive signaling of chances and threats2. Structural flexibility (tasks, functions)3. Cooperation (workgroups)4. Continuing learning process

• Critical and focus on improving. ‘Raising the bar’ (Hamel, 2000).

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SELEXYS VERSUS AHOLD

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INNOVATIVE CULTURE: WHAT IS NECESSARY 2/2• Personal values (Light, 1998)

• honesty,

• mutual trust,

• faith (believing change is possible)

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ORGANISATIONAL CULTURE AND INNOVATION. HOW TO IMPLEMENT

• Room for experimentation/ stimulation of experimentation• Support: time, management support, budget

• Reward for both succes and failure

• Organistic structure instead of bureaucratic

• Create meeting places/ support informal knowledge sharing

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GROUP VERSUS TEAMS

• WORK GROUP• Exchanging information• Individual concerns/ own area

of responsibility

• TEAM• Collective performance/

coordinated effort• Individual and collective

concern• Complementary roles

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SUMMARY AND MANAGERIAL IMPLICATIONS

• EFFECTIVE TEAMS HAVE COMMON CHARACTERISTICS:• Adequate resources• Effective leadership• A climate of trust• Appropriate reward and evaluation systems• Composed of members with correct skills and roles• Are smaller• Do work that provides freedom, autonomy, and the chance

to contribute• The tasks are whole and significant• Have members who believe in the team’s capabilities

Robbins & Judge, 2009

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RECENT DEVELOPMENTS (NETHERLANDS)

• Virtual projectteams of freelancers

• Professional autonomy

• Team integrity

• 360 degree feedback

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TUCKMAN GROUP STAGES

• Forming• Storming • Norming• Perfoming(adjourning)

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• W.SMIT@HVA.NL• LINKEDIN.COM/IN/SMITW• TWITTER: ONDERWIJS_LAB

VALKUILEN BIJ CULTUURVERANDERING 1/2

• Vergeten stil te staan: De doelcultuur is niet bepaald

• De gewenste waarden worden niet in de praktijk ‘geladen’ (gedrag)

• Management onderschat de eigen rol (transformationeel leiderschap)

• Management heeft te hoge invloedsrol in de arena

• Te kleine groep bepaalt te grote resultaten (draagvlak)

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VALKUILEN BIJ CULTUURVERANDERING 2/2

• Medewerkers beschouwen waarden als ‘windowdressing’ of beleidsgeklets

• Te sterk onderscheid tussen ‘publiek’ en ‘subpubliek’ discours

• De eindgebruiker wordt uit het oog verloren

• Het (te) projectmatig aanvliegen

• De organisatie raakt betekenisloos (vacuüm)

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