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The Evidence for Cultural Transformation What the Results Say

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The Evidence for Cultural Transformation - What the Results Say. Quentin Jones ... Corinne Canter, Senior Consultant, Human Synergistics Australia ... – PowerPoint PPT presentation

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Title: The Evidence for Cultural Transformation What the Results Say


1
The Evidence for Cultural Transformation- What
the Results Say
Quentin Jones Australian Director Human
Synergistics Australia
2
Transformation Research
  • Why we did the research?
  • How we did it?
  • What did we find?

3
Why 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

4
What 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.

5
Corporate 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).

6
Our 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

7
Australia 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
8
Australia 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
9
The Culture Disconnect
What we want What we get
10
Explaining the DisconnectHow culture works
11
Explaining the DisconnectHow culture works
12
Searching for Culture Transformation in
Australian Organisations
13
Defining Cultural Transformation
From Defensive norms meeting Security needs
(Red/Green), to Constructive norms meeting
Satisfaction needs (Blue).
14
Looking 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

15
Sample 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
16
Looking 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
17
Identifying Transformation
Test ? Re-Test Change in OCI Percentile Scores
for 40 Organisations 2003-5
18
Top 5 Test Re-Test OrganisationsOCI - Actual
Culture
Test N 2,073
Retest N 3,463
19
Outcomes Top 5
20
Identifying Transformation
Test ? Re-Test Change in OCI Percentile Scores
for 40 Organisations 2003-5
21
Bottom 5 Test Re-Test OrganisationsOCI - Actual
Culture
Test N 3,247
Retest N 3,710
22
Culture Transformation Research Project
23
Research objectives
  • Identify the key drivers of culture
    transformation in 5 Australian organisations
    reporting transformational shifts in OCI results

24
Organisational Effectiveness
25
Research 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

26
Research 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 LarnĂ©, 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

27
HS 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

28
Research Organisations
  • The final list of participating organisations
  • Adshel
  • MasterCard
  • Yarra Valley Water
  • Balmain Leagues Club
  • Lion Nathan

29
Going beyond Knowing
  • Knowing
  • Doing
  • Being
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