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DEVELOPMENTAL STAGE METAPHOR CULTURAL ELEMENTS

Power WolfpackTop-down authorityDivision of labour

Structure ArmyStable processes

Hierarchy

Achieve MachineInnovation

ProductivityAccountability

Connect Family

RelationshipsValues-driven

EmpowermentImprovement

Transform OrganismPurpose

TrustSelf-organisation

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“The strength of the pack is the wolf; the

strength of the wolf is the pack”. Fear is the

glue of the organisation.

• Top-down authority

• Division of labour

“Wealth of nations” – Adam Smith (1776)

Economic and societal conditions during

the beginning of the Industrial Revolution.

Division between Labourers vs Masters

(Doers vs Planners). 3

“Sons of Anarchy” – FX (TV-show)

Top-down authority with total power at the

top and strict hierarchy from the president

down to the prospects. Do as you are told,

no questions asked.

4

Jax Teller: “It's hard not to hate. People, things, institutions. When they break your spirit and take

pleasure in watching you bleed... hate is the only feeling that makes sense. But I know what hate does to

a man. Tears him apart. Turns him into something he's not. Something he promised himself he'd never

become.”

“Discipline is the soul of an Army. It makes small

numbers formidable; procures success to all of the

weak, and esteem to all.” – George Washington

• Hierarchy

• Stable processes

Max Weber (1905) - categorise social authority

labelled as charismatic, traditional, and rational-legal,

form of leadership in which the authority of an

organization or a ruling regime is largely tied to legal

rationality, legal legitimacy and bureaucracy.

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“Band of Brothers” – HBO (TV-show)Charismatic, strong leader with is team that forms a special bond that exists only among brothers in arms.

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Ronald Spiers: “The only hope you have is to accept the fact that you’re already dead. The sooner you accept that, the sooner you’ll be able to function as a soldier is supposed to function: without mercy, without compassion, without remorse. All war depends upon it.”

The organisation is a well-oiled machine, an elaborate clockwork. The dominating worldview of most leaders in business and politics.

• Innovations

• Productivity

• Accountability

Corporate greed, political short-term-thinking, overconsumption, reckless exploitation of resources and eco-systems, “innovation gone mad”.

Peter F. Drucker (1956), The Practice of ManagementCoined the term "knowledge worker," and later in his life

considered knowledge-worker productivity to be the next

frontier of management.

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“Mad Men” – AMC (TV-show)The day-to-day business of the

advertising agencies, as well as the

personal lives of the characters,

thereby depicting the

changing moods and social mores of

the United States throughout the

1960s.

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“Don Draper: It's your job. I give you money, you give me ideas.Peggy Olson: And you never say thank you.Don Draper: That's what the money is for!”

Relationships are valued above outcomes. Dominant in academia, non-profits, social workers, activists, start-ups.

• Relationships

• Values Driven

• Empowerment

• Improvement

Uneasy with power, decision by consensus, servant mindset, shared culture. We’re all family!

John Kotter and James Heskett (1992), Corporate Culture and Performance

Going far beyond previous empirical work, the authors provide the first comprehensive critical analysis of how the "culture" of a corporation powerfully influences its economic performance, for better or for worse, describing how shared values and unwritten rules can profoundly enhance economic success or, conversely, lead to failure to adapt to changing markets and environments. 9

“Brothers and Sisters” – ABC (TV Show)

The series revolves around the lives and problems of the wealthy Walker family in the wake of the death of family patriarch William Walker, the founder of the family business Ojai Foods.

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“Rebecca: Okay, I never really had brothers and sisters, so I don't know how big families work, um, maybe this is the normal thing to do you know, just do things in a clump, like you all get together, solve problems.”

POWER persist, but

perhaps only at the

fringes of legal activity.

OR – in an emergency

situation

STRUCTURE is still heavily

present in government

agencies, religious

organisations, public

school systems, prisons.

CONNECTED is making

increased inroads in the

world of non-profits, but

also in selected businesses

and industries.

ACHIEVE is clearly the

dominant stage of

business corporations.

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To determine the stage an organisation

operates from, we must look at its structure,

practices and cultural elements.

These elements tend to cluster among a centre

of gravity which defines the most dominant

stage in the organisation.

An organisation cannot evolve beyond its

leadership’s stage of development.

Moving to a new stage can feel dramatic and

«violent».

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ROBUST

ORGANIZATION

TRUST

We do not pursue recognition, success, wealth and belonging to live a good life. We pursue a life well-lived. And the consequence might just be recognition, success, wealth and love.

• Purpose

• Trust

• Self-organisation

Frédéric Laloux «Reinventing organisations» (2013)The way we manage organisations seems increasingly out of date. Deep inside, we sense that more is possible. We long for soulful workplaces, for authenticity, community, passion and purpose.

Bjarne Berg Wig “Organisasjon 5.0 Lærende organisasjoner” (2018)Hvordan utvikler vi selvorganiserende og åpne, deltagende organisasjoner? For å transformere organisasjonen må vi forandre hvordan vi tenker.

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New Amsterdam – NBC (TV-show)

Dr. Max Goodwin becomes the medical director of one of the United States' oldest public hospitals, aiming to reform the neglected facility by tearing up its bureaucracy in order to provide exceptional care to patients.

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Dr. Iggy Frome:“If I'm not there for my patients when they need me the most, what am I doing here? Why even do this job at all?”

❖ Taming the fears of ego – trust the abundance of life

❖ Inner rightness as compass – am I true to myself?

❖ Life as a journey of unfolding – become the truest expression of yourself

❖ Building on strengths – seeing the beauty and potential in all people

❖ Dealing gracefully with adversity – setbacks are inevitable, misery is a choice

❖ Wisdom beyond rationality – an holistic approach to knowing

❖ Striving for wholeness – integrating mind, body and soul

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The purpose of the organisation should be an energy that inspires and

gives direction.

Winning, success, profit, happiness is still possible - BUT it is a product - an

effect of reaching our purpose.

Collective purpose:

What is the reason for being, for existing, for your company?

Individual purpose:

How am I contributing to the company purpose? Do we share the values,

ideas, motivations and reasons for being?

Making plans:

How do we get from today to the future state? How can we best create

value for our customers with the expected level of predictability?

Profit:

What is our trade-off between profit and purpose? Do we believe profit

follow if we relentlessly pursuit our purpose?

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Self-organisation or self management is not new and requires an interlocking

set of structures and practices.

To make a self managed team work we need to have 4 things in place:

17Clarity of the role Governing processes Decision making Conflict resolving

Clarify

Explore

Evaluate

Decide

Implement

Review

T.E.A.L. Principle: Any person can make any decision after seeking advice from

1) everyone who will be meaningfully affected, and

2) people with expertise in the matter.

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«I feel like I can fully be myself!»

The idea is that you are a person that can be trusted!

We tend to think about the workplace where the only "allowed"

response is a rational one. Emotions, intuition and spiritualism is

frowned upon. Can you use ALL of you at work? Every strength,

every trait that is you? Your strengths matter.

• Create safe, caring and open working environments.

• Provide reflective spaces

• Use team supervision to handle tension, peer coaching to help

each other.

• Trust is the secret sauce of productive and joyful collaboration.

• Weave storytelling into the fabric of the organisation – “Tell

me…”19

In TRANSFORM we value:

Individuals and interactions over processes and tools

Working products over comprehensive documentation

Customer collaboration over contract negotiations

Responding to change over following a plan

We are not afraid to break the rules – we engage in “useful illegality” or “respectful disobedience”.

How do the “quality people”, who value the things on the right, respond to this?20

1. Talk to top management – in their language –

what are the REAL purpose of the company?

2. Study the culture – what stage do you belong

to?

3. Change your attitude – respond to change,

create room to act, talk about value creation

and excellence

4. Should you drive a change in paradigm?

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Need help in setting up yoursystem?

I’m here for you.

Sidsel W. StoraasExceptional Quality Leader

Storaas Quality Consulting AS

sidsel.storaas@sqc.no+47 9478 9479

"You are providing a unique and modern approach to quality improvement that is no longer couched in the traditional way quality professionals speak –refreshing and well-done!" Gregory H. Watson

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