The DNA of a Highly Engaged CulturePresented by:

Dr. Linda KlonskyDr. Elizabeth Scott

The Chicago School of Professional Psychology

WhatwesaywebelieveaboutourcultureandhowweshouldactEspousedtheory

TheoryinuseWhatwereallybelieveanddo

Argyris &Schon

TheDNAofCultureoccursatthreelevelsoftheorganization:1)Visibleartifacts2)Espousedvalues3)Underlyingassumptions

0

5

10

15

20

25

30

35

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

Gallup Engagement Study Results

% of Engaged Employees

TypesofCultureOrganizationalCultureInventory

ConstructiveStylesInteractingwithothersandapproachingtasksinwaysthatwillhelpthemtomeettheirhigher-ordersatisfaction needs

11AchievementEmployees are expected to set realistic goals and solve problems effectively

12Self-ActualizingEmployees are expected to gain enjoyment from their work and produce high-quality products/services

1Humanistic-EncouragingEmployees are expected to be supportive,constructive, and open to influencein dealing with others

2AffiliativeEmployees are expected to be friendly, open, and sensitive to the satisfaction of the work group

Organizational Sustainability

Passive/Defensive Styles

Interactingwithpeople inwaysthatwillnotthreatentheirownsecurity

3ApprovalEmployees are expected to agree with, gain the approval of, and be liked by others4ConventionalEmployees are expected to conform, follow the rules, and make agood impression5DependentEmployees are expected to do what they are told and clear all decisions with supervisors6AvoidanceEmployees are expected to shift responsibilities to others and avoid being blamed for mistakes

Organizational Vulnerability

Aggressive/Defensive Styles

Approachingtasks inforcefulwaystoprotecttheirstatusandsecurity

7 OppositionalEmployees are expected to gain status and influence by being critical and constantly challenging one another

8 PowerEmployees are expected to take charge and “control” others, and make decisions autocratically

9 CompetitiveEmployees are expected to operate in a “win-lose” framework and work against their peers to be noticed

10 PerfectionisticEmployees are expected to avoid making mistakes,work long hours, and keep “on top” of everything

Organizational Volatility

TypeofCulture ImpactofCulture

Constructive

HigherearningsPositivecustomerexperienceGreateremployeeengagementHigherproductivity

Passive/Defensive NoStatisticallySignificantCorrelation

Aggressive/Defensive Greatervolatility

SampleOrganization

INDIVIDUAL

MANAGEMENT

LEADERSHIP

TEAMS

ORGANIZATION

SampleOrganization

ORGANIZATION

MANAGEMENT

INDIVIDUAL

TEAMS

LEADERSHIP

Constructive

Aggressive

Passive

Constructive

Aggressive

Passive

Whatcolorisyourculture?

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.

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

9

CULTURE

A C C R E D I TAT I O N W O R K S H O P humansynergistics.com

How Culture Works

AssumptionsEspoused Values

PhilosophyMission

GoalsStrategy

Individual Level

Group Level

Organisational Level

Systems

Structures

Technology

Skills/Qualities

Ideal Culture: The preferred culture represents the organization’s values in terms of the behaviors that members believe should be expected and

encouraged to maximize the organization’s effectiveness.

Mission and Philosophy:7KH�H[WHQW�WR�ZKLFK�WKH�RUJDQL]DWLRQ�KDV�VXFFHVVIXOO\�GHÀQHG�LWV�LGHQWLW\�DQG�YDOXHV�WR�LWV�PHPEHUV��KRZ�FOHDUO\�WKH\�DUH�DUWLFXODWHG�to members, and their focus with respect to customers.

Causal Factors:These Causal Factors include the structures, systems, technology, and skills/qualities that drive or shape the Current (operating)

FXOWXUH�DQG�LQÁXHQFH�HIIHFWLYHQHVV��:KHQ�WKHVH�IDFWRUV�DUH�DOLJQHG�ZLWK�WKH�RUJDQL]DWLRQDO�YDOXHV�H[SUHVVHG�LQ�WKH�,GHDO�FXOWXUH��the Current culture will look similar to the Ideal culture. However, when these factors are not consistent with the stated values, the

Current culture is disconnected from the Ideal and is more likely to be Defensive rather than Constructive.

Operating Culture:The current organizational culture is measured in terms of norms and expectations (i.e., the behavioral styles that members report

as being encouraged and reinforced within the organization) that guide them in how they should approach their work and interact

with each other.

Outcomes:An organization’s operating culture is one of the key factors that determine its effectiveness—especially over the long term. These

RXWFRPHV�UHÁHFW�FXUUHQW�HIIHFWLYHQHVV�DQG�WKH�LPSDFW�RI�FXOWXUH�DW�WKH�LQGLYLGXDO��H�J���HQJDJHPHQW���JURXS��H�J���WHDPZRUN���DQG�organizational (e.g., adaptability) levels.

Focus

Instrument

Measuring

Ideal Culture Causal Factors Current Culture Outcomes

OCI-Ideal OEI OCI OEI

Values and Beliefs Levers for Change Norms and Expectations Effectiveness

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

TheCultureWeWant(OurIdeal)

CurrentCulture

HowCultureWorks

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

9

CULTURE

A C C R E D I TAT I O N W O R K S H O P humansynergistics.com

How Culture Works

AssumptionsEspoused Values

PhilosophyMission

GoalsStrategy

Individual Level

Group Level

Organisational Level

Systems

Structures

Technology

Skills/Qualities

Ideal Culture: The preferred culture represents the organization’s values in terms of the behaviors that members believe should be expected and

encouraged to maximize the organization’s effectiveness.

Mission and Philosophy:7KH�H[WHQW�WR�ZKLFK�WKH�RUJDQL]DWLRQ�KDV�VXFFHVVIXOO\�GHÀQHG�LWV�LGHQWLW\�DQG�YDOXHV�WR�LWV�PHPEHUV��KRZ�FOHDUO\�WKH\�DUH�DUWLFXODWHG�to members, and their focus with respect to customers.

Causal Factors:These Causal Factors include the structures, systems, technology, and skills/qualities that drive or shape the Current (operating)

FXOWXUH�DQG�LQÁXHQFH�HIIHFWLYHQHVV��:KHQ�WKHVH�IDFWRUV�DUH�DOLJQHG�ZLWK�WKH�RUJDQL]DWLRQDO�YDOXHV�H[SUHVVHG�LQ�WKH�,GHDO�FXOWXUH��the Current culture will look similar to the Ideal culture. However, when these factors are not consistent with the stated values, the

Current culture is disconnected from the Ideal and is more likely to be Defensive rather than Constructive.

Operating Culture:The current organizational culture is measured in terms of norms and expectations (i.e., the behavioral styles that members report

as being encouraged and reinforced within the organization) that guide them in how they should approach their work and interact

with each other.

Outcomes:An organization’s operating culture is one of the key factors that determine its effectiveness—especially over the long term. These

RXWFRPHV�UHÁHFW�FXUUHQW�HIIHFWLYHQHVV�DQG�WKH�LPSDFW�RI�FXOWXUH�DW�WKH�LQGLYLGXDO��H�J���HQJDJHPHQW���JURXS��H�J���WHDPZRUN���DQG�organizational (e.g., adaptability) levels.

Focus

Instrument

Measuring

Ideal Culture Causal Factors Current Culture Outcomes

OCI-Ideal OEI OCI OEI

Values and Beliefs Levers for Change Norms and Expectations Effectiveness

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

TheCultureWeWant(OurIdeal)

CurrentCulture

HowCultureWorks

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

9

CULTURE

A C C R E D I TAT I O N W O R K S H O P humansynergistics.com

How Culture Works

AssumptionsEspoused Values

PhilosophyMission

GoalsStrategy

Individual Level

Group Level

Organisational Level

Systems

Structures

Technology

Skills/Qualities

Ideal Culture: The preferred culture represents the organization’s values in terms of the behaviors that members believe should be expected and

encouraged to maximize the organization’s effectiveness.

Mission and Philosophy:7KH�H[WHQW�WR�ZKLFK�WKH�RUJDQL]DWLRQ�KDV�VXFFHVVIXOO\�GHÀQHG�LWV�LGHQWLW\�DQG�YDOXHV�WR�LWV�PHPEHUV��KRZ�FOHDUO\�WKH\�DUH�DUWLFXODWHG�to members, and their focus with respect to customers.

Causal Factors:These Causal Factors include the structures, systems, technology, and skills/qualities that drive or shape the Current (operating)

FXOWXUH�DQG�LQÁXHQFH�HIIHFWLYHQHVV��:KHQ�WKHVH�IDFWRUV�DUH�DOLJQHG�ZLWK�WKH�RUJDQL]DWLRQDO�YDOXHV�H[SUHVVHG�LQ�WKH�,GHDO�FXOWXUH��the Current culture will look similar to the Ideal culture. However, when these factors are not consistent with the stated values, the

Current culture is disconnected from the Ideal and is more likely to be Defensive rather than Constructive.

Operating Culture:The current organizational culture is measured in terms of norms and expectations (i.e., the behavioral styles that members report

as being encouraged and reinforced within the organization) that guide them in how they should approach their work and interact

with each other.

Outcomes:An organization’s operating culture is one of the key factors that determine its effectiveness—especially over the long term. These

RXWFRPHV�UHÁHFW�FXUUHQW�HIIHFWLYHQHVV�DQG�WKH�LPSDFW�RI�FXOWXUH�DW�WKH�LQGLYLGXDO��H�J���HQJDJHPHQW���JURXS��H�J���WHDPZRUN���DQG�organizational (e.g., adaptability) levels.

Focus

Instrument

Measuring

Ideal Culture Causal Factors Current Culture Outcomes

OCI-Ideal OEI OCI OEI

Values and Beliefs Levers for Change Norms and Expectations Effectiveness

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

TheCultureWeWant(OurIdeal)

CurrentCulture

HowCultureWorks

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

9

CULTURE

A C C R E D I TAT I O N W O R K S H O P humansynergistics.com

How Culture Works

AssumptionsEspoused Values

PhilosophyMission

GoalsStrategy

Individual Level

Group Level

Organisational Level

Systems

Structures

Technology

Skills/Qualities

Ideal Culture: The preferred culture represents the organization’s values in terms of the behaviors that members believe should be expected and

encouraged to maximize the organization’s effectiveness.

Mission and Philosophy:7KH�H[WHQW�WR�ZKLFK�WKH�RUJDQL]DWLRQ�KDV�VXFFHVVIXOO\�GHÀQHG�LWV�LGHQWLW\�DQG�YDOXHV�WR�LWV�PHPEHUV��KRZ�FOHDUO\�WKH\�DUH�DUWLFXODWHG�to members, and their focus with respect to customers.

Causal Factors:These Causal Factors include the structures, systems, technology, and skills/qualities that drive or shape the Current (operating)

FXOWXUH�DQG�LQÁXHQFH�HIIHFWLYHQHVV��:KHQ�WKHVH�IDFWRUV�DUH�DOLJQHG�ZLWK�WKH�RUJDQL]DWLRQDO�YDOXHV�H[SUHVVHG�LQ�WKH�,GHDO�FXOWXUH��the Current culture will look similar to the Ideal culture. However, when these factors are not consistent with the stated values, the

Current culture is disconnected from the Ideal and is more likely to be Defensive rather than Constructive.

Operating Culture:The current organizational culture is measured in terms of norms and expectations (i.e., the behavioral styles that members report

as being encouraged and reinforced within the organization) that guide them in how they should approach their work and interact

with each other.

Outcomes:An organization’s operating culture is one of the key factors that determine its effectiveness—especially over the long term. These

RXWFRPHV�UHÁHFW�FXUUHQW�HIIHFWLYHQHVV�DQG�WKH�LPSDFW�RI�FXOWXUH�DW�WKH�LQGLYLGXDO��H�J���HQJDJHPHQW���JURXS��H�J���WHDPZRUN���DQG�organizational (e.g., adaptability) levels.

Focus

Instrument

Measuring

Ideal Culture Causal Factors Current Culture Outcomes

OCI-Ideal OEI OCI OEI

Values and Beliefs Levers for Change Norms and Expectations Effectiveness

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

TheCultureWeWant(OurIdeal)

CurrentCulture

HowCultureWorks

DNA of a Highly Engaged Culture

Ideal Nonprofit Culture in the US

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.

CurrentVs.Ideal

Current Culture Ideal Culture

HighConstructiveVs.Low

High Constructive

N=17

Low ConstructiveN=11

StudyIndustryProfilesChild/FamilyServices Community&CivicEngagement Disability DomesticViolence

Education Housing/Homelessness SocialServices

CultureInitiative

Brighter Strategies Cultural Initiative

N=8

No InitiativeN=20

So…

ClimatestudiesFocusGroups/InterviewsMotivationalactivitiesTrainingWorkgroupplanning

ClimatestudiesFocusGroups/InterviewsMotivationalactivitiesTrainingWorkgroupplanning

RestructuringJobredesignNewsystemsNewpolicies

ClimatestudiesFocusGroups/InterviewsMotivationalactivitiesTrainingWorkgroupplanning

RestructuringJobredesignNewsystemsNewpolicies

MissionrefocusLeadershipStrategyshiftsCulturechange

Whatyoucandotoproactivelychangethecultureofyourorganization?

CreateaSenseofUrgency

Establisha“GuidingCoalition”

DefineValuesandBehaviorsfortheCultureYouWant

“Thecultureofanyorganizationisshapedbytheworstbehaviortheleaderiswillingtotolerate.”Steve Gruenert andToddWhitaker,SchoolCultureRewired.

CommunicateConstantly

BuildInfrastructure,SystemsandTrainingtoSupportyourCulture

Questions,Comments,Thoughts?