Organizational Life Style Analysis

Life Style

Life Style: Adlerian concept representing“…the subjective, unarticulated set of

guidelines individuals develop and use to move them through life and toward their goals.” (Mosak and Maniacci, 1999)

“…a dynamic, goal-oriented pattern that remains constant during a person’s life, unites all aspects of a person, and reflects how a person makes creative use of the subjective understanding of his or her surroundings.” (Strauch, 2003)

Organizational Culture

Organizational Culture: complex concept.

(a) shared assumptions or understandings,

(b) common beliefs, (c) shared values

Naturally developed due to search for cognitive order

Resistant to Change

Purpose within society… shared meanings

(d) resulting attitude and behavioral standards

Culture and Life Style

Culture: Analysis Purpose: determine

strengths as well as underlying patterns that are inhibiting healthy growth and productivity

Used to assist an organization in the development of initiatives to improve organizational health and performance

Life Style: Analysis

Purpose: determine strengths as well as underlying issues that may be the root of unhealthy beliefs and patterns of behavior

Interventions initiated to

help an individual better adapt and make positive life choices

Culture and Life StyleCulture: Defining points

Accepted standardsIndividuals’ perceptionsUnconscious foundationResistant to ChangeCreated to provide orderExpressed values, behaviorsCollective identityNo single ‘Right’ culture - determined by goals, purpose and industry

Life Style: Defining pointsPattern/Guidelines

Subjective/UnderstandingsUnarticulatedDynamic/ConstantUsed/Creative useMovement toward goalsUniting all aspectsMakes use of surroundings

UNDERLYING CONSISTENCIES: Striving toward goals; affected by experience, perception

and surrounding environment

UNDERLYING CONSISTENCIES: Striving toward goals; affected by experience, perception

and surrounding environment

Organizational Life Style Value• The Organizational Life Style unites the

organization, and indicates how the organization makes creative use of resources and subjective understandings to behave in the world.

• There is a continued need to find a holistic method to uncover the conscious as well as the less conscious organizational culture, incorporate the environmental factors in that analysis, and make that data valuable to the organization by recognizing underlying issues and inconsistencies that can present opportunities for improvement.

Organizational Life Style Purpose

• Purpose is to asses current priorities and future path.▫ More organizational success strengthens the commitment to

the culture that brings that success (Schein, 1990). control culture purpose is dominance (Military)

competence culture purpose is to be superior or the best (University)

collaboration culture purpose is to blend diverse capabilities (Sports team)

cultivation culture purpose is to nurture to produce valuable results (Religion)

• Also, establish priorities and determine if they are viable enough to deal with the external and internal environments.

▫ Organizational values and beliefs are used to overcome external threats while socialization is used to excommunicate internal threats.

Life Style into Org TermsAdlerian Term

Brief Definitions (Mosak & Maniacci, 1999; Oberst & Stewart, 2003)

Organizational Term

Correlative Business/ Industry Terms

Life Style Patterns of thinking, acting and perceiving that guide an individual’s operations throughout life

Organizational Life Style

Organizational/ Corporate Culture, Organizational Climate

Convictions Psychological constructs, belief sets, which guide an individual’s perceptions, attitudes and behaviors, and form the Life Style

Organizational Values, Standards

Self-concept The individual’s set of convictions regarding how he perceives himself, including value sets.

Organizational concept

Organizational Values, “Strengths and Weaknesses” of SWOT

Self-Ideal The individual’s set of convictions regarding her desired self, or how she should be.

Organizational ideal

Mission, Rules of Conduct, Market-facing portrayal

Fictional Goal The unconsciously defined goal that gives direction and meaning to an individual’s life (Mosak & Maniacci, 1999, equate to self-ideal)

Underlying goal driving the organization’s beliefs, behaviors

Vision, Interest (alignment), Organizational Goals

Life Style into Org TermsAdlerian Term

Brief Definitions (Mosak & Maniacci, 1999; Oberst & Stewart, 2003)

Organizational Term

Correlative Business/ Industry Terms

Weltbilt/ Worldview

The individual’s set of convictions about things outside of the self, as in world, other people, etc.

Environmental Views

Competitive Landscape, Industry “Opportunities/ Threats” components of SWOT Analysis

Ethical Convictions

The convictions which represent an individual’s moral and ethical “right-or-wrong” beliefs.

Ethics Ethical Standards, Rules of Conduct

Social Interest

Innate ability within an individual to belong to, engage with and feel connected with others, the environment and the world.

Social Interest - internal and external entities

(components) Perceived Organizational Support, Commitment

Mistaken Convictions, Overcompen-sation, Inferiority Complex

These terms represent various issues within the Life Style and resulting attitudes and behaviors which impede with the individual’s adaptability, encouragement, and socially interested functioning.

Vision or goal misalignment

Organizational Life Style Convictions

Utilization of Life Style ConvictionsLife Style Convictions… for the Organization

Self Concept… Organizational ConceptPerception of the self, values “Who are we?”

Self Ideal… Organizational IdealDesired self, how he ‘should’ be “Who/how should we be?”

Weltbilt/Worldview… Environmental ViewsPerceptions of things outside self Industry, Market & external

impacts

Ethical Convictions… Ethical Convictions/Ethics“Right and wrong”, rules Values we strive to uphold, ethics we

personify

Organizational Life Style Convictions•Organizational Concept: Image of

Authority in order to balance the core culture

•Environmental Ideas: The way an organization should prioritize by the information it knows about itself and the marketplace.

•Organizational Ideal: Brings structure and guiding principles that help the organization achieve its ideal self

•Ethical Convictions: Values that are carried out by the Leadership

Organizational Life Style GridOrganize Defining Statements into Life Style Grid for

overall Life Style definition and further analysis

Organizational Concept“Who are we?”

Environmental Views“Industry, market and impacts around us”

Organizational Ideal“Who/How should we be?”

Ethical Convictions“Values we strive to uphold, ethics we personify”

Organizational Life Style Process

This analysis tool consists of four primary processes:

(1) collection of data pertaining to the Organizational Life Style constructs

(2) organization of data into the Life Style Constructs to determine primary themes within each construct,

(3) summarizing each set of themes into convictions as well as a “Defining Statement” for each construct that serves as a summarized conviction for comparative analysis and

(4) use the statements and the Life Style Grid format to provide the basis of overarching themes recognized within the organization as representative of its Life Style, or culture.

Example of a Populated Organizational Life Style Grid

Organizational Concept Quickly growing companyLeader in its industryHighly competitiveCharacterized by high technologyQuickly changing organization

Environmental ViewsIndustry is…Competitive for customers-quickly changing dynamic-expect full solutionCompetitive for resources-qualified people in high demand-recruiting, interviewing, hiring very costlyLong, competitive sales cycle

Organizational IdealIndustry LeaderProfitability highHigh client satisfactionInnovation: creativity, risk-taking, pride, collaboration

Ethical ConvictionsTrust among colleaguesOpenness, honestyIntegrityMutual RespectDirect CommunicationsEmployees and customers listened to and valued

Organizational Life Style Grid

Alignment AnalysisEvaluate the alignment/ perceived misalignment

Organizational Concept

Environmental Views

Organizational Ideal

Ethical Convictions

• Within each construct/each conviction (considered during Defining Statement Process

• Between convictions (considered during Life Style definition process)

“Intra-organizational Alignment”

- OC – EV- OI – EC- OC – EC- OI - EV


Environment


Constr

aints

Organizational Ideal Ethical Convictions

Out of Alignment:

Organizational Life Style Correlations• Organizational Identity: Unconscious

movement by forward vision and past experiences by Leadership▫ Produced by Organizational Ideal and Organizational

Concept▫ In an organization this information can be found in an

S.W.O.T analysis, mission statement, and strategic plans.▫ These documents begin to form a hierarchal structure of

goals that the organization ideal wants to accomplish.

• Organizational Culture: Culture is formed out of necessity in order to succeed▫ Produced by Organizational Concept and Ethical

Convictions▫ 3 fundamental levels: Artifacts, Values, & Assumptions▫ Culture protects the inner environment by socialization.▫ Cultures can be independent and in conflict with each

other.

Convictions, Defining Statements

• Organize and Summarize Life Style Convictions into Defining Statements

Org Concept

Org Ideal Environment

Ethics

Defining Statement

Defining Statement

Defining Statement

Defining Statement

Notations and themes of each conviction gathered through data

collection tools: interviews, surveys, documentation,

observations and other ‘artifacts’ of organization

Convictions Findings

Org Concept Org Ideal Environment EthicsYoung, fast-paced, high-tech, focused, ambitious, innovative company

Best, most innovative product in the market

Extremely competitive (product/sales) –Innovation needed to survive

Justice: best interest of company and customer is key for team members

Best product in a very specific segment of the market

Lead, influence the market – be ‘ahead of the game’

Dynamically changing market Highly affected by legislative changes

Justice: employees perceive fair treatment, e.g. diversity, respect.

Intelligent, competitive individuals at company

Recognized as high in integrity and interest in social welfare in industry

Recognition of importance in ‘greater society’ of relevant industry in general

Accountability: peer and client judgment and personal performance

Segregated – Teams tight, but tend to be in ‘silos’ in terms of communication and cross-team collaboration efforts

Extremely intelligent, talented team Competition for talent (technical, industry expertise) very high.

Accountability: leadership accountability inconsistent – perceived favoritism or generally inconsistent/not understood.

No time or perceived support of learning opportunities, especially outside of company

Collaborative, in the best interest of partners and consumers

Motivation: Intrinsic motivation- listened to, respected and impactful to team, organization and clients. (vs. comp, benefits)

Reactive (quickly) to environmental (industry, market, etc.) change

Ethics: alignment w personal values – no pressure to act unethically

Good, caring, genuinely respectful and trusting people

Work-life balance is respected but long hours to make client/team happy is normal and expected

Work-life balance: varying opinions… fairly flexible, but long hours is part of the deal for some.

Integrity: Concern that the company does not fulfill obligations (overpromises and under-delivers)

Sink-or-swim environment

Client expectations are main determinant of ee value, satisfaction and performance

Trouble focusing on client needs versus competitive image – hurts/disappoints clients

… into Defining Statements

Constructs Organizational Concept


Environmental Views

Ethical Convictions

Convictions

We are structurally aligned with our goals

People shouldn’t be leaving our organization

We must be highly competitive

Employees should be treated well

Autocratic and working from the top-down

We should have clarity of our goals

We are currently below industry standards

Employees should be trusted

We are the leader in the process-control industry

Decision-making should be more collaborative

We have a long sales-cycle and need back-log to survive

We should follow through on commitments

We are resistant to change

We should meet our goals

Customers deserve to have their needs met

Employees should be happy at our organization

Defining

Statements

Our leadership is more focused on market opportunities than employees and customers

We should have an organizational culture that allows us to stay ahead of our sales goals, and keep good employees

To stay alive and remain #1 in the industry, we need to attract and retain the best people.

Employees and customers are our most critical assets.

Defining StatementsOrganizational ConceptThe organization is young, fast-paced, innovative and competitive, offering the best product in the market but often reactive to market change. The organization struggles with competing demands of competitive image, client satisfaction and innovation – promising but often failing to meet in one or all areas.The organization promotes knowledge and intelligence, but does not provide much opportunity for learning outside of the organization.Teams: Most teams collaborate well within themselves, but are very compartmentalized between teams. Team members: Highly intelligent, individually motivated, hardworking employees that are passionate about client satisfaction, success and learning opportunity

Environmental ViewsThe relevant industries – technology and healthcare -

are extremely competitive and ever-

changing, requiring constant innovation, and aggressive talent recruitment and development to

ensure the best quality output to survive, as well as rapid, proactive adaptation to changes. The

product is the best in the market now, but always at risk of falling behind if the company doesn’t constantly keep up.

Organizational IdealThe company intends to be a best-in-class

integrating agent, providing the highest level of expertise, strategic direction and innovation with

partnering entities to deliver the best solution and have an impact on the market.

Ethical ConvictionsMembers within this organization hold each other individually to very high standards of integrity, respect for individuality and performance; expected by others and themselves to do whatever it takes to meet the customer’s expectations within ethical boundaries. Recognition of performance is inconsistent across of the organization. Satisfaction and motivation is intrinsic.

Life Style Goal

Be ahead of others through superior

innovation, product and service excellence,

intelligence, creativity, collaboration and

influence.

Inspire and influence the direction of

change in the market

Life Style Goal

Be a influence by sharing Adlerian concepts and

building up parent competencies in fostering

family unity.


creating change in clients with special

focus in Parent Education, Couples, Teens, and Children

Themes: Line of Movement

Life Style Typology

“Superior”•Organization is striving to be superior to any other similar organizations in the marketplace.

Competence Culture [Schein]

•This superiority goes beyond product superiority, which most organizations also strive for. It incorporates:

– Team member talent and intelligence– “Leading” industry presence– Competitive leadership/market share– Internal culture of superiority of performance, drive

Case 1 Example

Organizational Concept NonProfit SocietyParenting ProfessionalsNetworking site Professional resource center for Adlerian psychology Training center for parents and teachersMultiple locations 5.5 Full Time Depend on Class fees 56% and Donations 33% We offer workshops for parents, couples, teens, and children on a variety of topicsExcellent, effective, Unique

Environmental Views

Recession impacting financialsDependency on Volunteers

Limited FT people

Providing classes is main source of income and expense

Organizational IdealPromote Adlerian philosophyIncrease membership Increase leadership potentialIncrease diversityContinuously improve program contentMarket XXX to the communityIdentify what XXX does best

Ethical ConvictionsHelp professionals grow using Adlerian principles3 R’s = Recognize feelings, Set the rules, and RedirectFear of failureCompliance to…

Organizational Life Style Grid


Environment


Constr

aints


Out of Alignment:

Alignment Analysis: between convictions

Misalignment areas: Focused on self in order to survive and are not accomplishing the goals of growing organization and expanding the value of XXX. Need additional resources in order to achieve OC.

Organizational Concept vs Environmental View

Organizational Concept NonProfit SocietyParenting ProfessionalsNetworking site Professional resource center for Adlerian psychology Training center for parents and teachersMultiple locations 5.5 Full Time Depend on Class fees 56% and Donations 33% We offer workshops for, teens, and children

Excellent, effective, Unique

Environmental ViewsLocally recognized widelyCash flow is criticalRecession impacting financialsDependency on VolunteersLimited FT peopleProviding classes is main source of income Broaden community connections


Ethical ConvictionsHelp professionals grow using Adlerian principles3 R’s = Recognize feelings, Set the rules, and RedirectFear of failureCompliance to…


Aligned partially: We are providing help to the community however are in fear of not being able to continue if finances are not resolved between OC and EC: Some Fear of becoming outdated

Organizational Concept vs Ethical Convictions

Organizational Concept NonProfit SocietyParenting ProfessionalsNetworking site Professional resource center for Adlerian psychology Training center for parents and teachersMultiple locations 5.5 Full Time Depend on Class fees 56% and Donations 33% We offer workshops for parents, couples, teens, and children on a variety of topicsExcellent, effective, Unique

Environmental Views

Organizational Ideal Ethical ConvictionsHelp professionals grow using Adlerian principles3 R’s = Recognize feelings, Set the rules, and RedirectFear of failureCompliance to…


Misalignment areas: Limited staff and financials inhibiting organizational ideals from occurring.

Organizational Ideal vs Environmental Views


Environmental ViewsLocally recognized widelyCash flow is criticalRecession impacting financialsDependency on VolunteersLimited FT peopleProviding classes is main source of income and expenseBroaden community connections


Ethical Convictions

Alignment Analysis: between convictions and Ideal

Mostly alignment: Concern regarding failure with so many items that need to be done. Suggest following own Rule of 3 R’s.

Organizational Ideal vs Ethical Convictions


Environmental Views


Ethical ConvictionsHelp professionals grow using Adlerian principles3 R’s = Recognize feelings, Set the rules, and RedirectFear of failure

Org Identity and Org. Culture

Organizational Life Style Correlations•Organizational Identity: Identity is

one of being Parent Educator professionals who provide Excellent, Effective, and Unique training for parents increasing family cohesion and unity.

•Organizational Culture: XXX culture is process and principled driven in providing what is needed desperately in the community and fear not doing enough due to limited resources internally.

Life Style Typology

“Pleaser and Socially Useful”•Pleaser: Hard to say “NO.” Taken advantage of through continual demands on the organization. Concern about failure (rejection) and tends to feel less satisfied with accomplishments.

•Socially Useful: Wants to be of help to the community at large with offerings in expertise, workshops, classes, and connections.

Highly Concerned Culture

•This Concern is a part of XXX’s movement towards significance in the broader social community.

Results Summary

Recomendations

• Prioritize strategic issues and focus• Increase finances through strategic alliances• Follow 3 R Rules internally• Create a contracting methodology with

volunteers• Say NO more often.• 3 Rules in a Unique, Caring, and Helpful way!

Case 2

Purpose of the Study

• Introduce a new methodology for assessing the culture of an organization, leveraging a current, highly utilized psychological assessment tool, Life Style AnalysisGOAL 1: Demonstrate the Organizational Life Style Assessment Tool

GOAL 2: Utilize Life Style data to uncover alignment issues, which may provide new insights into strengths and potential issues within the organization

GOAL 3: Consider the usefulness of the Organizational Life Style Assessment results as an indicator of organizational health and effectiveness.

1

2

3

The Organization and Sample

• Organization of just over 100 employees• High-tech industry• Young organization (founded <10 years ago)

Participation in data gathering process• Survey respondents: 77 employees• Interviewees: 14 employees• Documentation: collected from corporate documents

library generally available and from executives

All departments and hierarchical levels represented.

Data Gathering

• Surveys 34 questions across 4 sections: personal job satisfaction, work

team, functional area and company/upper-mgmt Survey created by cross-functional volunteer team Human Resources and Executive team initiated Completed anonymously by 77 employees

• Interview 11 questions designed to glean insight into Life Style conviction

categories Created by researcher to collect information and initiate

interviews 14 interviews conducted with representation from all areas and

levels of organization• Documentation collection

SWOT; 2009 goals; Vision, Mission, Values; Corporate Strategy (Marketing) Materials; Survey results action plan.

Data Organization


Collective view of organization. Expectations, norms, etc.

Aggressive (2)Overwhelmed (chuckle)Fast (4)NimbleChaotic (3)Separate/Segregated (2) First imp > ‘cowboys’… no real unified teamSmart (2)Young (2)High energy (3) Small company = energyInnovative (2)/ Forward-thinking (2)“First”/try to get ahead of everythingProgressive – vision, good ideasFirst imp > Not much execution experience… never been doneFirst imp > sales vs. product or serviceFun – fun place to beEarly memory – caring - admin level ee ‘toasting’ w CEO, etc. > friendship at all levelsEarly memory – “get to know you” meeting where people shared secrets… funny.Serious First impression > Quiet… sat in the dark and were so focused/intense… this changed w/some…GenuineDisorganizedTop-heavyStart-upChallenging (2)

Learning new thingsCompetitiveHard working (First impression > rally around work)First impression > needed a lot of changes across the board… to surviveLong hoursAccomplished/ Feel accomplished at end of dayGrowing (20Ever-changing (3)Trying to catch its breathTechnicalGood product – best in the marketEmployee view = Sink-or swim (3 references)Steep learning curve and not a lot of help – everyone too busyIntelligent - People smart, very quick. -‘I was scared/intimidated’- ‘intelligence is like an umbrella over the whole company’Empowerment – trust employees to just get the work done – “just run with it”Trust – goes with empowermentReactive vs. proactive to performance/system issuesFriendly/younger organizationFirst impression – no documentation… “islands of knowledge”Value in feeling neededEarly memory - Seemed like a lot of conversations about things that don’t really matter… how does this affect the client? Non-conformingIndividualistic – “everyone has a different view of severity” – varying degrees of dedication Early memory > Lack of leadership or continuity regarding performance/expectations.Challenge to be respected, accepted with individually-focused team membersEarly - Focus on investment need versus execution of plan/performance.

• Extensive amounts of data to categorize first into the four main constructs for analysis and grouping into themes

Convictions, Defining Statements

• Organize and Summarize Life Style Convictions into Defining Statements

Org Concept

Org Ideal Environment

Ethics

Defining Statement

Defining Statement

Defining Statement

Defining Statement

Notations and themes of each conviction gathered through data collection

tools: interviews, surveys, documentation,

observations and other ‘artifacts’ of organization

Convictions Findings

Org Concept Org Ideal Environment EthicsYoung, fast-paced, high-tech, focused, ambitious, innovative company

Best, most innovative product in the market

Extremely competitive (product/sales) –Innovation needed to survive

Justice: best interest of company and customer is key for team members

Best product in a very specific segment of the market

Lead, influence the market – be ‘ahead of the game’

Dynamically changing market Highly affected by legislative changes

Justice: employees perceive fair treatment, e.g. diversity, respect.

Intelligent, competitive individuals at company

Recognized as high in integrity and interest in social welfare in industry

Recognition of importance in ‘greater society’ of relevant industry in general

Accountability: peer and client judgment and personal performance

Segregated – Teams tight, but tend to be in ‘silos’ in terms of communication and cross-team collaboration efforts

Extremely intelligent, talented team Competition for talent (technical, industry expertise) very high.

Accountability: leadership accountability inconsistent – perceived favoritism or generally inconsistent/not understood.

No time or perceived support of learning opportunities, especially outside of company

Collaborative, in the best interest of partners and consumers

Motivation: Intrinsic motivation- listened to, respected and impactful to team, organization and clients. (vs. comp, benefits)

Reactive (quickly) to environmental (industry, market, etc.) change

Ethics: alignment w personal values – no pressure to act unethically

Good, caring, genuinely respectful and trusting people

Work-life balance is respected but long hours to make client/team happy is normal and expected

Work-life balance: varying opinions… fairly flexible, but long hours is part of the deal for some.

Integrity: Concern that the company does not fulfill obligations (overpromises and under-delivers)

Sink-or-swim environment

Client expectations are main determinant of ee value, satisfaction and performance

Trouble focusing on client needs versus competitive image – hurts/disappoints clients

Fill in OC, Env, OI, and Ethics

• Summary of this data for each section

… into Defining StatementsConstructs Organizational

ConceptOrganizational

IdealEnvironmental

ViewsEthical

Convictions

Convictions

We are structurally aligned with our

goals

People shouldn’t be leaving our organization

We must be highly competitive

Employees should be treated well

Autocratic and working from the

top-down

We should have clarity of our goals

We are currently below industry

standards

Employees should be trusted

We are the leader in the process-control

industry

Decision-making should be more

collaborative

We have a long sales-cycle and

need back-log to survive

We should follow through on

commitments

We are resistant to change

We should meet our goals

Customers deserve to have their needs

met

Employees should be happy at our

organization

Defining

Statements

Our leadership is more focused on

market opportunities

than employees and customers

We should have an organizational

culture that allows us to stay

ahead of our sales goals, and

keep good employees

To stay alive and remain #1 in the industry, we need

to attract and retain the best

people.

Employees and customers are

our most critical assets.

Defining Statements

Organizational ConceptThe organization is young, fast-paced, innovative and competitive, offering the best product in the market but often reactive to market change. The organization struggles with competing demands of competitive image, client satisfaction and innovation – promising but often failing to meet in one or all areas.The organization promotes knowledge and intelligence, but does not provide much opportunity for learning outside of the organization.Teams: Most teams collaborate well within themselves, but are very compartmentalized between teams. Team members: Highly intelligent, individually motivated, hardworking employees that are passionate about client satisfaction, success and learning opportunity

Environmental ViewsThe relevant industries – technology and healthcare - are extremely competitive and ever-changing, requiring constant innovation, and aggressive talent recruitment and development to ensure the best quality output to survive, as well as rapid, proactive adaptation to changes. The product is the best in the market now, but always at risk of falling behind if the company doesn’t constantly keep up.

Organizational IdealThe company intends to be a best-of-breed, integrating agent, providing the highest level of expertise, strategic direction and innovation with partnering entities to deliver the best solution and have an impact on the market.

Ethical ConvictionsMembers within this organization hold each other individually to very high standards of integrity, respect for individuality and performance; expected by others and themselves to do whatever it takes to meet the customer’s expectations within ethical boundaries. Recognition of performance is inconsistent across of the organization. Satisfaction and motivation is intrinsic.


• Statement to represent the Organizational Life Style: Self-defining, guiding action that shows the line of movement or direction of the organization(1) Movement toward fictional, final goal…

to lead and influence their market.Be ahead of others through superior

innovation, product and service excellence, intelligence, creativity,

collaboration and influence.




to lead and influence the [ ] market….• The organization exemplifies the fast-paced, constantly changing market

environment by promising and expecting extremely rapid delivery of innovative, quickly adapting, high quality results from individuals and teams across the organization.

• The organization attracts and hires individuals they perceive as highly (or “the most”) intelligent, talented, adaptable, competitive and intrinsically motivated, requiring little or no guidance or assistance to be effective quickly and consistently.

• Managers at the team level create highly collaborative, innovative and success-driven teams.

• Accountability is highly visible, based on self, peer/team and customer standards with limited direct feedback or standards set by higher levels of leadership.

• The organization confidently represents itself both internally and externally as the best, most innovative and impactful organization in the market in terms of talent superiority, technology, partnering relationships and expertise.

Life Style Typology

“Superior”•Organization is striving to be superior to any other similar organizations in the marketplace.

Competence Culture [Schein]

•This superiority goes beyond product superiority, which most organizations also strive for. It incorporates:

– Team member talent and intelligence– “Leading” industry presence– Competitive leadership/market share– Internal culture of superiority of performance, drive


Potential Misalignment areas: Examples Organizational Concept vs Environmental View


Many stated the organization tends to be reactive to change, often at the last minute (‘scrambling’)

Focus of time and resources on customer needs versus innovation, learning and creative opportunity

Environmental Views

Industry/environment requires proactive preparation for

change

AND cutting-edge innovation to stay ahead



• Focusing on Misalignment areas:• Organizational Concept – Environmental

Views It is perceived that the industry/environment requires proactive

preparation for change AND cutting-edge innovation to stay ahead However, many stated the organization tends to be reactive to

change, often at the last minute (‘scrambling’) Focus of time and resources on customer needs versus innovation,

learning and creative opportunity

Potential risk of failing to keep up with industry requirements and/or falling behind the

competition? Potential risk of not having the reputation of

‘market-leader’ as ultimately desired?

?


Potential Misalignment areas: Examples Organizational Concept vs Ethical Convictions


Overall product quality, integrity, service standards not met per some customers and team membersPromises made with high expectations that are unattainable

[unable to meet expectations]

Environmental Views


Individuals held to high standards of performance by peers and customers, = intelligence and value…

[team members accountable to meet expectations]


• Focusing on Misalignment areas:• Organizational Concept – Ethical Convictions

Individuals held to high standards of performance, display of intelligence and value… However, overall product quality, integrity, service standards not

met per some customers and team members Promises made with high expectations that are unattainable

Potential for discouraged talent if set up to fail?

Potential risk of burning out, work-life balance issues, if team members trying to

achieve overpromised goals?Compartmentalization worsens issue as

blame gets passed around?

?


Potential Misalignment areas: Examples Organizational Ideal vs Environmental Views


Environmental Views

Environmental View focused on competitive, aggressive

market… talent and market demands

[We have to beat everyone else]


Organizational Ideal focuses heavily on collaboration and integration with partnering entities across the entire

industry

[Be willing to partner with everyone else]

Ethical Convictions


• Focusing on Misalignment areas:• Organizational Ideal – Environmental Views

Environmental View focused on competitive, aggressive market… talent and market demands However, Organizational Ideal focuses heavily on collaboration

and integration with partnering entities…

Potential risk of not appropriately recognizing or denying partnering opportunities with other companies as the company protects

itself in a highly competitive market?Does the organization effectively partner with

other entities better than they collaborate between teams

?


Potential Misalignment areas: Examples Organizational Ideal vs Ethical Convictions


Environmental Views


Leadership and recognition as the innovative market leader is core to the Organizational Ideal

[Innovate… Take Risks]

Ethical Convictions

Ethical Convictions strongly lean on accountability through peers and customers – must satisfy at

all cost.

[Fear of Taking Risks]


• Focusing on Misalignment areas:• Organizational Ideal – Ethical Convictions

Leadership and recognition as the innovative market leader is core to the Organizational Ideal However, Ethical Convictions strongly lean on accountability

through peers and customers – must satisfy at all cost.

Potential risk of not having the reputation of ‘market-leader’ as ultimately desired if leadership does not push innovation, creativity and prioritize accordingly, even above customer satisfaction at

times?Constantly competing priorities to innovate versus

scramble to meet customer needs, as this is the area of accountabilty?

?

Results Summary

Life Style goal: leading and influencing the market5 patterns of movement toward that goal defined

Life Style Typology: SuperiorMain misalignment themes pointed out for further analysis

Not a measure of “good or bad” culture, just a discovery of underlying themes and patterns to bring to awareness and consider for improvement

Alignment Issues: Summary Results

• 9 Major issues to consider…1. Individualistic, competitive teams compartmentalized, but visibly

accountable to meet customers’ needs = blame, mistrust and frustration between teams

2. Innovation vs Client Satisfaction – one is a goal, the other is the accountability factor

3. Goal of leading, affecting a highly dynamic market, but no high level innovation recognition or accountability

4. Talent, expertise, knowledge are key however, lack of promotion of knowledge/skill development opportunities

5. Visible accountability by peers and customers, versus standardized by leadership, causes confusion for some, perceived unfairness for others, and general inconsistency

Alignment Issues: Summary Results

• 9 Major issues to consider… 6. Severe accountability by peers and customers versus clear, management-

set expectations puts work/life balance in unpredictable hands7. Leadership in a volatile market is the goal, however, reaction to change

often after-the-fact, information distribution is limited8. Intensity of competition with external entities and collaboration ideal

may cause conflict or missed opportunities if the ‘right’ partners are not recognized

9. Partnership and collaboration is a key defined goal for success, but issues with inter-team collaboration is a clear weakness.

Organizational Health Indicators

• Flexibility and Adaptability to Change Strength as open system… continual and open interaction between

the organization and environment; congruence of internal subsystems to perform as expected in light of current conditions

Concern… proactive enough in this area or susceptible to subsystems being caught off-guard?


• Reported patterns of behavior, beliefs re: striving for superiority/significance…

to lead and influence their market.

1. Best Solution/Product and Service Excellence2. Integration agent of change in the market with partners3. Expertise, strategic direction and innovation to greatly influence market

Be ahead of others through superior

innovation, product and service excellence, intelligence, creativity,

collaboration and influence.



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• Reported patterns of behavior, beliefs re: striving for superiority/significance…1. Best Solution/Product and Service Excellence

- Sincere concern in delivery of best product (despite variability of what is defined as ‘best’

- Cross-team communication barriers, mistrust, blame if perception of product (esp. by customers) is not the best

- Image of superiority, lofty commitments and expecting delivery from others

2. Integration agent of change in the market with partners- Efforts to focus on partnership evident in documentation and much feedback- Partnerships that are non-customer and non-sales not discussed as much

3. Expertise, strategic direction and innovation to greatly influence market- High talent and skill at hire – lack of opportunity for skill growth however - Concerns regarding focus areas… customer satisfaction and reaction versus innovation


• Perceived organizational support and interest in the greater good High ratings for integrity internally and externally, showing interest in the

greater good Work-life balance and justice questions rated high Feelings that organization’s purpose is socially good

Commitment to integrity and work-life balance ideals questionable per other notes and responses

Inconsistent accountability and delivery of learning opportunities put into question interest in employee needs of equity and skill/professional development


• Employee desire to provide service to the organization Very high results in the self-motivation, service oriented aspect of individual

performance High interest in the success of the organization, for reasons beyond self-

preservation

Summary

• Life Style goal: leading and influencing the market• Life Style:

5 patterns of movement toward that goal defined

• 9 main misalignment themes pointed out for further analysis

• Organizational Health Dynamics rated generally high, though potential risk areas are defined for exploration with the organization

• Not a measure of “good or bad” culture, just a discovery of underlying themes and patterns to bring to awareness and consider for improvement

Conclusion

GOAL 1: Demonstrate the Organizational Life Style Assessment ToolStraightforward framework to organize and analyze large amounts of data for meaningful results, such as overarching goal.

GOAL 2: Utilize Life Style data to uncover alignment issues, which may provide new insights into strengths and potential issues within the organizationUncovered potential risk areas in light of their unique goals, which is an effective way to approach change opportunities.

GOAL 3: Consider the usefulness of the Organizational Life Style Assessment results as an indicator of organizational health and effectiveness.Broad recognition of potential issues combined with health measures open communication opportunities about underlying themes that may not surface otherwise

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