organisational culture shift - evangelical...

Organisational culture shift

,

A strong culture helps:

• To reduce uncertainties

• To make expectations clear

• To perpetuate key values across

generations of members

• To bind members together

• To elucidate a vision for the future.

CULTURE:

The way things are

done around here

An organisation’s culture is reflected by:

• what is valued

• the dominant leadership styles

• the language and symbols

• the procedures and routines

• the definitions of success that

make the organisation unique.

The levels of culture

• Global culture at the broadest level

• Sub-group culture

• Organisational culture

• Sub-cultures within departments

Organisational Culture Assessment Instrument(OCAI)

.

Level of diversity

Le

ve

l o

f f

lex

ibilit

y

AdhocracyClan

MarketHierarchy

Unity Diversity

Flexibility

Control

Hierarchy

• Standardised rules and procedures

• Impersonality

• Accountability

• Uniformity of products and services

• Clear lines of decision making

• Control

Market

• Profitability

• Bottom line results

• Strength in market niches

• Achieving stretch goals and targets

• Seek secure customer bases

• Results-oriented

• Leaders tough and demanding

• An emphasis on winning

Clan

• Largely imported from Japan

• Corporate commitment to employees

• Main task of management - empower employees

• Participative, a sense of we-ness

• Consensus

• Teamwork

• Shared values and goals

• Seemed like an extended family

• High commitment by employees

Adhocracy

• Responsive to hyper-turbulent 21st century

• Assume innovative initiatives lead to

success

• Management - foster cutting edge activity

• Emphasis on a vision for the future

• Organised anarchy

• Power flows from individual to individual or

from task team to task team

• Emphasis on risk taking

Derived from “Ad hoc”

The highest performing leaders

skilled to succeed in all

four quadrants.

* hard and soft

* entrepreneurial and controlled.

Changing an Organisational Culture

.

Step1. Reach consensus on the present culture.

• What management behaviours reflect your ratings?

• What is being ignored?

• What is most highly valued by members?

• How is the organisation different now from the way it was

in the past?

• What events reflect the culture?

• What symbols depict the culture?

• What are our present values?

Step 2. Reach consensus on the preferred culture.

• What will our organisation be like to be highly successful?

• What trends should we be aware of?

• In what areas would we like to be at the leading edge?

• Where are we currently underdeveloped?

• What will our prospective attenders require of us?

• If we were to dominate the churches of the city, what would we need to change in our organisation?

• What are our preferred values?

Step 3. Determine what the changes will & will not mean.

• What are the attributes that we want to emphasise

as we move to the next quadrant?

• What characteristics should dominate?

• What attributes should be reduced or abandoned?

• What characteristics should be preserved?

• What continues to be important in the old culture?

• What are the most important trade-offs?

• How will we recognise the new culture?

YOUR TOPIC GOES HERE

.

ClanClan culture increase means:

More membership empowerment

More participation and involvement

Mort teamwork

More horizontal communication

A more caring climate

More recognition of volunteers

Clan culture increase does not

mean:

A culture of niceness

Lack of standards and rigor

An absence of tough decisions

Slacking off

Tolerance of mediocrity

AdhocracyAdhocracy culture increase

means:

More member suggestions

More process innovativeness

More thoughtful decision making

Tolerance of first-time mistakes

More listening to customers

Adhocracy culture increase does

not mean:

Everyone for himself/herself

Covering up of errors

Thoughtless risk taking

Taking our eyes off the ball

Spending money on the latest fad

No coordination of ideas

HierarchyHierarchy culture decrease means:

More decentralised decisions

Fewer roadblocks and less red tape

Less micromanagement

Trying out more crazy ideas

Eliminating paperwork

Hierarchy culture decrease does not

mean:

Lack of measurement

Not holding people accountable

Not following rules

A non-orientation toward change

MarketMarket culture decrease means:

Ongoing commitment to excellence

Goal accomplishment

Energised employers

Less myopic thinking about targets

A less punishment environment

Market culture decrease not

mean:

Less pressure on performance

Fewer satisfied customers

Missing deadlines

Lower quality standards

Less competitiveness

Step 4. Identify illustrative stories and totems

• What are the attributes that we want to emphasise

as we move to the next quadrant?

• What characteristics should dominate?

• What attributes should be reduced or abandoned?

• What characteristics should be preserved?

• What continues to be important in the old culture?

• What are the most important trade-offs?

• How will we recognise the new culture?

Step 5. Identify illustrative stories and totems

• What non-value-adding activities need to be

terminated?

• Where should we begin?

• What builds support for the change?

• What resources need to be gathered?

• What symbolic events can be initiated that signal the

beginning of a new culture?

• How can the new cultural values be communicated?

• What metaphors reflect the new culture?

.

.

Clan

What should we do MORE

of?

What should we START?

What should we STOP?

Adhocracy

What should we do

MORE of?



Hierarchy

What should we do MORE

of?



Market

What should we do

MORE of?



Suggestions

1. Identify small wins.

2. Generate social support.

3. Design follow-up and accountability.

4. Provide information.

5. Measure.

Suggestions

6. Create readiness. This may be fostered by:

– Identifying the advantages of the future state

– Identifying the disadvantages of not changing

– Showing gaps between current performance and future

required performance

– Providing needed resources to implement change

– Rewarding behaviours compatible with the desired change.

7. Explain why.

8. Hold a funeral.

9. Implement symbolic as well as substantive change.

10. Focus on process.

Step 6. Develop an implementation plan

• In what ways can employees carry out the change

strategies?

• How can continuous communication of the new

cultural values be ensued?

• What information needs to be shared and with

whom?

• How will we know we are making progress in the

change effort?

• What are the key indicators of successful change?

For Nowra C of C (1)

.

Level of diversity

Le

ve

l o

f fl

ex

ibilit

yAdhocracyClan

MarketHierarchy

In 2007, secular management is moving from the two

lower segments into the two higher segments.


.

AdhocracyClan

MarketHierarchy

Hierarchy & Clan are maintenance.

Adhocracy & Market are missional.

To be missional, we must major on the right hand quadrants.


.

AdhocracyClan

MarketHierarchy

At Nowra, I began working in Hierarchy, then Market.

Much time is being spent in Clan.

Now we are beginning to work increasingly in Adhocracy.


.

Level of diversity

Le

ve

l o

f fl

ex

ibilit

y

AdhocracyClan

MarketHierarchy

Working in Adhocracy: In

church worship and other activities,

we are planning to use more

creativity and innovation to keep

abreast of changing culture.

Working in Market: In

Developing a New Identity, we will be

doing considerable market research

so we can target our prospective

market accurately.

YOUR TOPIC GOES HERE

.

ClanClan culture increase means:

More membership empowerment

More participation and involvement

More teamwork

More horizontal communication

A more caring climate

More recognition of volunteers

Clan culture increase does not

mean:

A culture of niceness

Lack of standards and rigor

An absence of tough decisions

Slacking off

Tolerance of mediocrity

AdhocracyAdhocracy culture increase

means:

More member suggestions

More process innovativeness

More thoughtful decision making

Tolerance of first-time mistakes

More listening to customers

Adhocracy culture increase does

not mean:

Everyone for himself/herself

Covering up of errors

Thoughtless risk taking

Taking our eyes off the ball

Spending money on the latest fad

No coordination of ideas

HierarchyHierarchy culture decrease means:

More decentralised decisions

Fewer roadblocks and less red tape

Less micromanagement

Trying out more crazy ideas

Eliminating paperwork

Hierarchy culture decrease does not

mean:

Lack of measurement

Not holding people accountable

Not following rules

A non-orientation toward change

MarketMarket culture decrease means:

Ongoing commitment to excellence

Goal accomplishment

Energised employers

Less myopic thinking about targets

A less punishment environment

Market culture decrease means:

Less pressure on performance

Fewer satisfied customers

Missing deadlines

Lower quality standards

Less competitiveness

5. This table enables us to work in all four segments simultaneously,

using the strengths of each segment but avoiding the weaknesses.

Nowra Church of Christ 5: an approximation of future culture

Inte

gra

tio

n

Diffe

ren

tiatio

n

Flexibility

Control

Clan (A) Adhocracy (B)

Hierarchy (D) Market (C)

10

20

30

40

50

10

20

30

40

50

Multi-national manufacturer

Inte

gra

tio

n

Diffe

ren

tiatio

n

Flexibility

Control



10

20

30

40

50

10

20

30

40

50

Government agency

Inte

gra

tio

n

Diffe

ren

tiatio

n

Flexibility

Control



10

20

30

40

50

10

20

30

40

50

Multi-national manufacturer

Un

ity

Div

ers

ity

Flexibility

Control

Clan Adhocracy

Hierarchy Market

10

20

30

40

50

10

20

30

40

50

Nowra C of C

We have placed

ourselves in all

four segments to

face the hard facts

in our IIM church.

Un

ity

Div

ers

ity

Flexibility

Control

Clan Adhocracy

Hierarchy Market

10

20

30

40

50

10

20

30

40

50

Nowra C of C

We have placed

our targets in all

four segments

where we believed

Jesus would want

His church to be in

our particular

setting.

We shaped our entire

programme according to

the placements made.

Goals in each segment

EMPOWERMENT

Mentoring/discipleship training for mature Christians

Increased discipling of new Christians

Baptismal and membership training

Leadership training

Strengthening the assimilation process

Irregular Sat meetings for Thirty Somethings

Strengthen Life Groups; include regular training

Encouragement of more people to attend Life Groups

Form Peer Pastoral Care to strengthen pastoral care

Train three new youth leaders by leading outsider trainer

Begin discipling of people who attend Life Youth

MISSIONAL

Possible development of a “fellowship of evangelists”

that supports, encourages and resources individual

evangelists within the congregation

Improvement of our Website so that it ministers of

itself in the wider community

Begin a trial of Christian Rock Concerts in association

with the person who heads Toowoomba’s Easter

Concerts to attract local community youth

Possible development of Parachurch aspects of the

church with links into the community

Possible fundraising/evangelistic concert

ORGANISATIONAL

Appointment of an Operations Manager

Strengthening of processes and procedures

Strengthening of internal communication

Strengthening the organisation of the various ministries

of the church

Relieve the new Senior Pastor of Administration

Seek an external Senior Pastor who has a track record of

developing strong churches in Australia

ATTRACTIONAL

• Provide Playtime with equipment and assist them in

promotion of their ministry into the community

Painting a new Noticeboard targeted to 25-35s

Increased promotion of SS in the community

Development of 2 evangelistic “home” groups

Hopefully a Moveable Noticeboard that can be changed

at regular intervals

Develop our Website so that it attracts people from our

community to our ministries and worship services

Strengthening of existing ministries to enable them to

function more evangelistically.

Above chart was developed at another IIM church.

Evangelical Edge

The term, ‘Edge’, offers great opportunities for the Evangelical Church.

“Edges … are the places where the inside and the outside meet. As such, they tend to be where the action is. In nature, in civilization, and, indeed, in business, the peripheries teem with the most fascinating interactions. Where things meet, opportunities abound.” (A. Nguyen, 2016. evangelicaledge.net )

organisational culture shift - evangelical...

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