culture change & organisational development

7/23/2019 Culture Change & Organisational Development

1/20

Culture Change

&Organisational Development

Culture vs Organisational Culture

Individual vs Collective

New managerialism

Behaviour & Attitude


2/20

Culture vs Organisational Culture

My Culture video

Your Culture video

Organisational Culture what doyou understand y this concept!

Individual "so#t$ vs Collective"hard$
http://www.youtube.com/watch?v=oWxWdS_-hVchttp://www.youtube.com/watch?v=i-31Y59Ow3Uhttp://www.youtube.com/watch?v=i-31Y59Ow3Uhttp://www.youtube.com/watch?v=oWxWdS_-hVc


3/20

Organisational Culture "OC$& Change "%$

Individual "so#t$ vs Collective "hard$

trong ' healthy OC lin(ed withincreased e)ectiveness ' e*ciency

%+ OC is complicated idea it e,istsat di)erent levels ut we-re not

sure aout their relationship.+ Is culture manageale! renders

No%+aove impossile!


4/20

Organisational Culture "OC$& Change ".$

%+ /nderwrite validity ' importanceo# managing culture y reducingcomple,ity o# the idea0

culture 1 ehaviour & attitude

.+ 2ry and lin( a type o# culture mostappropriate to the development

o# success#ul organisations ata(en #or granted "or is it3 and is itachieveale!


5/20

Appearance PhysicalEnvironment Language

Behaviour

Habits

Circumstances

Beliefs/Values

Thoughts

Emotions

Personal Iceberg

Attitue


6/20

Organisational Culture "OC$& Change "4$

5hen employees #ollow rules3policies and procedures are they0

6egitimate rules 1 consent!

Is there a #ear o# not #ollowingthem 1 compliance!

Are they really othered oraccepting 7that-s 8ust the way wedo things around here!

/ ness & 29:M ness+


7/20

Organisational Culture "OC$& Change ";$ Are employees

really emptyvessels whocan-t thin( #orthemselves!

5hat in


8/20

Organisational Culture "OC$& Change "=$

5hen we discuss culture we are tal(ingideology ' values ' elie#s "deep rooted &hidden$

Does management have a right to challengean individual to ma(e them >t the collective!

2o engage employees management couldget uy?in y 5II@M

Organisations need to de>ne a managealeconcept o# culture and e up #ront aout thechanges needed to ring aout culturalchange result is con


9/20

Organisational er#ormance2he ational "9ard$ :motional alance"o#t$

9M 9DCorporate strategy

esults "er#ormance$


10/20

!elf Image an PersonalPo"er

I#m not$%

"ith me

&ou#re not $% by me

I#m $%"ithme

&ou#re $% by me

Get away from Get on with

Get rid ofGetnowhere


11/20

Physicalengagement

Emotionalengagement

HEA'

Intellectual /rationalengagement

(a)ing Learning(eaningful

HEA*T

HA+'

Inspiration:nergy:nthusiasm

assion

@ramewor(sModels2ools

:,amples

Demonstration

? Behaviours? (ills

LEA*+I+,


12/20

Ho" PeopleLearn

-or)ing "ithTheories

an (oels

Prefers re.ection

0-hat happene1#

Prefers theory

0-hat oes it mean1#

Prefers practicalapplication

0Ho" oes it "or)1#

Prefers action

0Lets have a go#

Applyinglearning inreal "orl

situations

Engaging in thee2perience3

Thin)ing aboutthe e2perience


13/20

Learning

Time

4nconscious

competenceI (now that I amgood+ I don-t thin(aout it anymore

ConsciousIncompetence

I (now that I don-t (now

4nconsciousIncompetence

I don-t (nowthat I don-t

(now

ConsciousCompetence

I (now that Iam good3 and I

understand why

2

2

2

2

The LearningCurve


14/20

!ingle Loop V5 'ouble Loop Learning

6!imple7 6,enerative7

Problem? di)erenceetween whereyou are and whereyou want to e

'ecision

Action

8eebac)? the resulto# youraction

Problem? di)erenceetween whereyou are and whereyou want to e

'ecision

Action

8eebac)? the resulto# youraction

Beliefs anAssumptions? 5hat are my current elie#sand assumptions and what aretheycontriuting to the prolem

Brings elie#s and assumptions into#eedac( loop leading to Euestions aoutour oundaries aout what is possileand necessary+

2a(es place within oundary o#assumptions and elie#s aout whatis possile and necessary+


15/20

Diversity is any and all o# the

elements o# similarity or

di)erence3 whether these e

visile or invisile3 which can

enhance or inhiit e)ectiveinteraction etween two people

depending on our reaction to each

o# the elements+

Coaching an'iversity


16/20

An organisation which emraces Diversitye,pects to0

Attract and promote #rom a wider pool

o# talent+ Develop the potential o# all employees+

Increase in motivation3 productivity and

competitiveness+

etain s(illed and e,perienced people+ educe in recruitment and training

costs+

educe o# asenteeism and sic( leave+

Freater range o# s(ills3 perspectives3

The Business Bene9ts of'iversity : Insie $ut


17/20

An organisation which emraces Diversitye,pects to0

:nhance its reputation and image with

customers Freater innovation and creativity in the

development o# ideas and products

Freater understanding o# the

reEuirements and needs o# customers 5in increased mar(et share o#

customers #rom diverse communities+

Increase customer satis#action levels

achieved with customers #rom minority

The Business Bene9ts of'iversity : $utsie In


18/20

Inclusion

Creating an environment3 climate and

culture which welcomes and emraces

the strengths o# our di)erences3encourages involvement and provides

eEual access to opportunities and

in#ormation+

2here is an ine,tricale lin( etween

diversity mindset and a coaching

mindset+


19/20

*ecognising a 'iversity(inset A willingness to consistently raise

own sel# awareness

9onesty aout own com#ort Gones

around reaction to di)erence :nthusiasm #or change

A willingness to learn new

ehaviours

Actions supporting words

@ocus on what uniEue value each

person can add


20/20

-hy Coaching; -hy+o"1

2he greatest revolution o#

our generation is the

discovery that human eings3y changing the inner

attitudes o# their minds3 can

change the outer aspects o#

their lives "behaviour$+-illiam ?@ ==

culture change & organisational development

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