Title: The Evidence for Cultural Transformation What the Results Say
1The Evidence for Cultural Transformation- What
the Results Say
Quentin Jones Australian Director Human
Synergistics Australia
2Transformation Research
- Why we did the research?
- How we did it?
- What did we find?
3Why we did this research
- 1. To support our clients answer the question
- How to create cultural transformation?
- To realise our local Vision of creating more
examples of - Australian Cultural Transformation
- To contribute to HSIs Global Mission of
- Changing the WorldOne Organisation at a Time
4What is Organisational Culture?
- Culture is the shared values, norms and
expectations ... - . that guide organisation members
- . in terms of how to approach their work and
deal with each other.
5Corporate Culture in Legislation
- 6. Crimes (Document Destruction) Act (Vic) 2005
- Authorisation to destroy a document can be
either - explicit (a company officer or director gave
express permission) or - implicit (where a 'corporate culture' existed
that directed, tolerated, encouraged or led to
the relevant conduct being performed).
6Our Cultural Challenge
- Australian organisations
- Have a disconnect between what is espoused, and
what staff experience - Remain more Passive (Green) Aggressive (Red)
Defensive than Constructive (Blue) - Have a poor track record of creating cultural
transformation
7Australia New ZealandPreferred Culture 2006
update
- 12,715 people said that this is how they ideally
would like to be expected to behave
Ideal Culture Humanistic-Encouraging people are
supported and developed to be successful Self-Actu
alising people express their uniqueness,
creativity and embrace change Achievement people
set realistic but challenging goals and believe
their personal effort makes a difference Affiliati
ve people are friendly and cooperative
8Australia New ZealandActual Culture 2006
update
- 173,170 people said that this was how they are
expected to behave
Actual Culture Oppositional oppose new ideas and
change, be on the offensive Avoidance avoid
responsibility and blame others for
mistakes Conventional maintain the status quo
and the way things have always been done around
here Competitive compete with each other in the
a win lose framework, play politics
9The Culture Disconnect
What we want What we get
10Explaining the DisconnectHow culture works
11Explaining the DisconnectHow culture works
12Searching for Culture Transformation in
Australian Organisations
13Defining Cultural Transformation
From Defensive norms meeting Security needs
(Red/Green), to Constructive norms meeting
Satisfaction needs (Blue).
14Looking for Transformation
- Using transformation as a organising principle,
we discovered - Only 1/3 of organisations Re-Tested their
cultures - Of the 40 organisations that Re-Tested
- 25 regressed (-6)
- 75 showed some improvement (13)
- 15 showed transformation
15Sample Demographics
40 Organisations Industry split 2 x
Communication 2 x IT 1 x Education 3 x
Energy 2 x Entertainment 11 x Finance 6 x Local
Government 4 x Manufacturing 3 x Marketing 1 x
Mining 2 x Not for Profit 2 x State
Government 1 x Wholesaler / Distributor
Size of Organisations 10 x Under 100
employees 19 x 100-500 employees 3 x 500-1,000
employees 8 x Over 1,000 employees
16Looking for Cultural Transformation40
Organisations Re-Test OCI
Test N 14,485
Retest N 15,956
NS Not Significant lt 0.05 lt 0.01 lt
0.001
17Identifying Transformation
Test ? Re-Test Change in OCI Percentile Scores
for 40 Organisations 2003-5
18Top 5 Test Re-Test OrganisationsOCI - Actual
Culture
Test N 2,073
Retest N 3,463
19Outcomes Top 5
20Identifying Transformation
Test ? Re-Test Change in OCI Percentile Scores
for 40 Organisations 2003-5
21Bottom 5 Test Re-Test OrganisationsOCI - Actual
Culture
Test N 3,247
Retest N 3,710
22Culture Transformation Research Project
23Research objectives
- Identify the key drivers of culture
transformation in 5 Australian organisations
reporting transformational shifts in OCI results
24Organisational Effectiveness
25Research objectives
- Identify the key drivers of culture
transformation in 5 Australian organisations
reporting transformational shifts in OCI
results - Document in practical terms what these
organisations did to create transformation - Second Phase identify the reasons why the bottom
5 organisations regressed
26Research Team
- Research Team
- Dexter Dunphy, Distinguished Professor, UTS
- Rosalie Fishman, Director, Future Pace Learning
- Quentin Jones, Australian Director, Human
Synergistics Australia - Corinne Canter, Senior Consultant, Human
Synergistics Australia - Margherita Larné, Senior Consultant, Human
Synergistics Australia - Support Team
- Joan Rasmussen, Executive Assistant, Human
Synergistics Australia - Clare Walsh, Senior Project Manager, Human
Synergistics Australia - Rene van Dijk, Netropolis Design
- Ben Findlay, Horizon Communications
27HS Diagnostics Used
- All 5 organisations used the OCI (Test and
Re-Test up to 4 times) - All used individual circumplex diagnostics to
enable individual transformation either the LSI
or the L/I (up to 6 times) - Two used the OEI to guide culture change
interventions
28Research Organisations
- The final list of participating organisations
- Adshel
- MasterCard
- Yarra Valley Water
- Balmain Leagues Club
- Lion Nathan
29Going beyond Knowing