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“Making a Difference - One Organization At A Time”

RCPA CONFERENCE

CULTURE AND

LEADERSHIP

OCTOBER, 2015

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2014 Merriam-Webster

“Culture is an abstraction, yet the forces that are created in

social and organizational situations that derive from culture are

powerful. If we don’t understand the operation of these forces

we become victim of them.”

Culture is Catching on – Edgar Schein

(https://youtu.be/JipTvJccZ3U)

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A pattern of SHARED BASIC ASSUMPTIONS that the group has learned as it solved its

problems of external adaptation and internal integration, that has worked well enough

to be considered valid and, therefore, to be taught to new members as the correct way

to perceive, think, and feel in relation to those problems (Schein, 2010).

The behavioral NORMS & EXPECTATIONS shaped in part by SAHRED VALUES &

BELIEFS, that guide organization members in how they should approach their work and

interact with one another. (Cooke & Szumal 1993)

It is a pattern of responses discovered, developed,

or invented during the group's history of handling

problems which arise from interactions among its

members, and between them and their

environment. These responses are considered the

correct way to perceive, feel, think, and act, and

are passed on to the new members through

immersion and teaching.Culture determines what is acceptable or unacceptable, important or unimportant, right or

wrong, workable or unworkable. It encompasses all learned and shared, explicit or tacit,

assumptions, beliefs, knowledge, norms, and values, as well as attitudes, behavior, dress,

and language. (Business Dictionary, 2015)

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What is Culture?

(https://youtu.be/zR9giyTu4pI)

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Human need for

stability,

consistency &

meaning

Stability of membership

Shared Learning

History of shared experience

CULTURE

GROUP

Culture Formation

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T-Groups

• Pioneered in the mid-1940’s by Kurt Lewin and his colleagues as a method of learning about human behavior

• The National Training Laboratories (now NTL Institute of Behavioral Science) created by the Office of Naval Research and the National Education Association in Bethel, Maine, in 1947

• First conceived as a research technique • Goal - Change the standards, attitudes and behavior of

individuals• Evolved into educational and treatment schemes for non-

psychiatric patient people

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Groups – The Foundation of Culture and Effectiveness

Group Task/Content FunctionThe What - “The Words”

Group Process FunctionThe How - “The Music”

Task ProcessHow are we going to do the task effectively?

• Approaches

• Procedures

• Rules

• Problem Solving Techniques

• Decision Making

• Priority Setting

• Ideal Generation

• Etc.

Maintenance ProcessHow are we going to relate to each other while we

are doing the Task?

• Psychosocial Needs - Maslow

• Style of Interaction

• Constructive Interpersonal Relationships

• Group Dynamics

• Evaluation & Feedback (Ind. & Org. Learning)

• The Services Rendered

• The Problem To Be Solved

• The Decision To be Made

• The Objective

• The Goal

• The Subject

• The Work To Be Bone

• The Discussion Elements

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Antecedents &

Levers For Change

Resources

Human

Financial

Knowledge

Underlying

assumptions

Espoused

values (Ideal

Culture)

Philosophy

Mission

Goals

Strategies

Demands

Performance

Efficiency

Adaptation

OCI-Ideal OCI-Current

Structures

Roles

Influence

Decision-

making

Systems

Training

Appraisals

Reinforcement

Goal Setting

Technology

Job design

Complexity

Inter-

Dependence

Skills/

Qualities

Leadership

Communication

Bases of Power

Individual

Outcomes

Motivation

Performance

Satisfaction

Stress

Group

Outcomes

Teamwork

Inter-unit

coordination

Unit-level quality

Skills/

Qualities

Organizational-

level quality

Quality of

customer service

External

adaptability

Operating Culture

OCI Norms

Outcomes

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Higher-Order Satisfaction

Promote behaviors directed

toward the fulfillment of

higher-order satisfaction needs

Lower-Order Security

Promote behaviors directed

toward the fulfillment of

lower-order security needs

Concern for Task

Reflect expectations

for behaviors that

are task-oriented

Concern for People

Reflect expectations

for behaviors that

are people-oriented

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OCI Circumplex—Cultural Norms

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Types of Organizational Cultures

11

Constructive Passive/Defensive Aggressive/Defensive

Encourage members to interactwith people and approach tasksin ways that will help them to meet their higher-order satisfactionneeds.

Encourage or implicitly require members to interact with people in ways that will not threaten their own security.

Encourage or drive members to approach tasks in forceful ways to protect their status and security.

Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D.

Copyright © 1973-2014 by Human Synergistics International. All Rights Reserved.

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Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D.

Copyright © 1973-2015 by Human Synergistics International. All Rights Reserved.

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The politeness stage

The “why are we here” stages

The bid for power stage The constructive stage The “esprit” stage

Group/Team-Building Stages

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Our Response to Change

DENIAL

RESISTANCE

COMMITMENT

EXPLORATION

PAST FUTURE

FOCUS ON SELF

FOCUS ON

ENVIRONMENT

Productivity

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Senior Leadership Team

Managers

Employees

Time

Org

aniz

atio

nal

Lev

el DENIAL

RESISTANCE

COMMITMENT

EXPLORATION

DENIAL

RESISTANCE

COMMITMENT

EXPLORATION

DENIAL

RESISTANCE

COMMITMENT

EXPLORATION

The Communication Cascade

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GE MANUFACTURING

BUSINESSES (1970-1983)

GE Engineering Services

Businesses (1984-1994)

GE CAPITAL FINANCIAL SERVICES

BUSINESSES (1995-2011)

• GE Transportation

Erie, PA

• GE Motors

Jonesboro, AK &

Ft. Wayne, IN

• GE Engineered Cast Products (Foundry)

Erie, PA

• GE Energy Service Shops

(Southern States) HQ Atlanta, GA

• Power Generation Services

HQ, Atlanta, GA

• GE Nuclear Energy

Global HQ, San Jose, CA

• GE Nuclear Services

Global HQ, San Jose, CA

• GE Reuter Stokes

Twinsburg, Ohio

• GE Equipment Finance

Danbury, CT

• GE Equity

Stamford, CT (Global)

• GE e-Business,

Stamford, CT (Global)

• GE Capital

HQ Stamford, CT (Global)

• GE Restructuring

Global HQ, Tokyo, Japan

• GE Commercial Finance

Houston, TX

• GE Franchise Finance,

Scottsdale, AZ

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ʺ... that process in which one person sets the purpose or direction for

one or more other persons, and gets them to move along together with

him or her and with each other in that direction competently and with

full commitment.ʺ

(Jaques and Clement, Executive Leadership)

ʺ... the art of mobilizing others to want to struggle for shared

aspirations.ʺ

(Kouzes and Posner, The Leadership Challenge)

ʺ... enabling people to use their own initiative and experiences rather

than ... denying or constraining their experiences and actions.ʺ

(Bennis and Nanus, Leaders)

Leadership

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A zero sum game is a term used in game theory to describe both

real games and situations of all kinds, usually between two players

or participants, where the gain of one player is offset by the loss of

another player, equaling the sum of zero.

Since one win is equal to one loss, this are called zero-sum games.

Wins perfectly balance losses resulting in zero. Examples of zero-

sum games include games like checkers or chess

Bag Full of Nickels

Simple Zero- Sum Game

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Never

Always

SA

Y

DO Never

High Say

Low Do

Low Say

High Do

Low Say

Low Do

Open, honest and direct communication

High Say

High Do

Best PracticeCreates high trust; builds satisfaction & commitment

Bad practice

Especially if employees think there is a lingering problem of future danger

Mixed signals

Low trust in leadership; communication seen as “all talk and no action”

Mixed Signals

Creates low trust environment; encourages grapevine; high speculation and low trust

High Say/High Do

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What is Leadership?

(http://youtu.be/pYKH2uSax8U)

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Basic knowledge needs as employees describe them:

What is my job?

Job responsibilities1

How amI doing?

Feedback, performance

review, coaching

2

Doesanyonecare?

Listening, recognition3

How’smy unitdoing?

Measurements,regular updatesfrom manager

4

Where arewe headed?

Vision, mission, strategy

5

How canI help?

Commitment 6

Employee commitment is “earned”…. . .only after basic needs are met

Marketplace-based

GE’s Communication Model

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Edgar Schein The Future of Leadership –

Humble Inquiry

(https://youtu.be/vK0BRFVBjEs)

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The Talent Optimization Framework™

Key Enablers

Leadership

Culture

The Talent Management SystemResults

The Best

Talent

Improved Business

Outcomes

Improved Diversity

Of Talent

Lower

Costs

Strategic

Alignment

Talent

Assessment

Performance

Management

Learning &

DevelopmentTalent Data

Analytics

HR

Capacity

Copyright © 2011 by Information Age Publishing

All rights of reproduction in any form reserved.

Reproduced with permission from the Author, Linda Sharkey.

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HOW TO TURN VALUES INTO BEHAVIORS

Values into Actions

WE

BY

TO

(“Verb”) (“Value”)

(“Desired Outcome”)

(“Behavior/Actions”)

ENFORCEREINFORCE

MUSTS:

HonestyEmbrace

talking directly…to people we have issue

develop greater trust & teamwork

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