1. "A pattern of shared basic assumptions that the grouplearned as it solved its problems that has worked wellenough to be considered valid and is passed on to newmembers as the correct way to perceive, think, and feelin relation to those problems. Edgar Schein The specific collection of values and norms that areshared by people and groups in an organization andthat control the way they interact with each other andwith stakeholders outside the organization. Hill andJones

2. Flexibility The Clan Culture The Adhocracy(A) Culture (B)Internal focus withExternal focus flexibility,with flexibility and concern for people, individuality and sensitivityto customersInternal FocusExternal FocusThe HierarchyThe Market Culture (D) Culture (C) Internal focus withExternal focus a need forwith a needstability and for stability and control control Control 3. Clan Culture Adhocr Culture 4. A changing world requires a response ofinnovation Increasing Momentum toward learning forleadership 5. Interpersonal SkillsTwo types of Leaders(John Maxwell)Leaders who develop Leaders who develop followers. leaders.Need to be needed.Wants to be succeeded.Focus on weaknesses.Focus on strengths.Develop the bottom 20%. Develop the top 20%.Treat their people the same for Treat their leaders as individualsfairness. for impact.Hoard power.Give power away.Spend time with others. Invest time in others.Grow by addition. Grow by multiplication.Impact only people they touch Impact people far beyond theirpersonally. own reach. 6. What is your churchs culture? Have you defined your sweet spot? Are you creating followers or leaders? Are your teams developing to stage 6? 7. www.slideshare.net/louiskotze http://www.ocai-online.com/ Tuckmans Stages of Team Development Competing Values Framework fororganizational culture