The “Red Pill” of Cultural Change: Organizational Culture Assessment Instrument (OCAI)

The “Red Pill” of Cultural Change: Organizational Culture Assessment Instrument (OCAI)

Are you seeking to understand why workers and management are not on the same page? Does your manager demand that you produce more work than you believe can be completed in a day? Do you have a micromanager who is quick to point out your errors and/or lack of efficiency? How about that rowdy boisterous team, are they overly engaging and collaborative to the level that it is making you uncomfortable? Are your unique ideas unappreciated or underutilized?

If you answered yes to any of those questions, you are in no way alone.  For years, many have battled to understand why management “just did not get it.” No doubt, some managers have the same sentiment as their employees.

If you would like to learn more about your culture and may be ready to consider change, I recommend the “Organizational Culture Assessment Instrument” (OCAI) – OCAI-Assessment. Like the “red pill” in the 199o movie, The Matrix, the OCAI can help you find the “truth of reality” in your organization, and knowledge is the first step toward enacting change.

According to authors Cameron and Quinn (2011) people are unaware of their culture until it is challenged until they have experienced a new culture, or until it is made overt and explicit. Their research has also found that organizational culture can impact individuals in many ways including morale, commitment, productivity, physical health, and emotional well-being. The OCAI can help you determine your organization’s culture and begin the process of addressing cultural change.

Is your organization considered a “Clan, Hierarchy, Adhocracy, or Marketing” culture?

Most organizations have developed a dominant culture style. An organization rarely has only one type. Often, there is a mix of the four organizational cultures that are described in the Figure below: Clan, Advocacy, Hierarchy, or Marketing (OCAI online, 2017).

Competing Value Framework with link in picture

Clan (Collaborate) –

Clan cultures are collaborative, family oriented environments that have a significant amount of interaction between the employees and management. Management is a part of the building and mentoring process for the team (Cameron and Quinn, 2011). Loyalty, tradition, and commitment are highly regarded, leaders assume parental roles, and this warmth trickles down to its internal/external customers (Cameron and Quinn, 2011).

 Hierarchy (Control) –

In a Hierarchy culture, you have a controlled, formalized, structured environment where policies and procedures are established, and protocol and boundaries are set (Cameron and Quinn, 2011).  Implemented for uniformity and control, those who run such organizational cultures are more concerned with pushing out consistent, efficient productivity to remain a step ahead of its competitors (Cameron and Quinn, 2011).

BlogspotInternal-External FocusAdhocracy (Create) –

The Adhocracy culture values the “creativity “that employees produce and foster in the workplace. Innovation and commitment are regarded over loyalty, tradition, and family. Success is governed by the new opportunities that creativity can render, for example, new innovative products such as the iPad. Without restrictions, employees are given the freedom to create.

Market (Compete) –

The Market culture is an aggressive, competing, results-driven culture.  Leaders drive employees to increase profitability and meet company objectives (Cameron and Quinn, 2011). These organizational cultures are very intense. The bottom line is to compete for results that establish and maintain a brand amongst its competitors while also increasing the organization’s market share.

Knowing your organization’s current dominant culture, as well as what is preferred by you and your fellow employees, creates an opportunity for the organization to retain quality people, increase profitability, generate innovative products while unifying and presenting consistent and quality branding. The OCAI assessment is a wonderful tool that can identify where you and your organization’s expectations lie and it can help further the discussion on how to bridge the gap between the two.

Questions for Discussion:

  1. How would you characterize the culture of your organization? Is it a Clan, Advocacy, Hierarchy, or Marketing culture?
  2. How effective is your organization’s culture? How might a different culture be more effective?

Reference:

Cameron, K.S., & Quinn, R.E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework (3rd ed.). San Francisco, CA: Jossey-Bass.

Giritli, H., Oney-Yazici, E. Gulfer T., Emarah Acar. (2013). The interplay between leadership and organizational culture in the Turkish construction sector.  International Journal of Project Management, 31, 228-238.  Retrieved from https://www.researchgate.net/figure/257094681_fig1_Fig-1-The-Competing-Values-Framework-Cameron-and-Quinn-1999

OCAI – Online. (2017, January 22).  OCAI Assessment. Retrieved from https://www.ocai-online.com/about-the-Organizational-Culture-Assessment-Instrument-OCAI/OCAI-Assessment

OCAI – Online. (2017, January 22).  Organizational Culture Types. Retrieved from https://www.ocai-online.com/about-the-Organizational-Culture-Assessment-Instrument-OCAI/Organizational-Culture-Types

Useful in Parts. (2013, May 15).  5steps in considering culture and business process improvement. Retrieved from http://usefulinparts.blogspot.com/2013/05/5steps-in-considering-culture-and.html

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Has Survey’s lost their appeal?

Image Source: onepointglobal.com

Do you have the feeling that the “survey” no longer carry the weight that they once had?

In the year of 2017, it is almost impossible to avoid surveys.  Surveys are everywhere, from fast food restaurants, banks, schools, medical offices, and the list goes on and on. With the market being so overcrowded by this craze, one cannot help but wonder, if surveys are this common place, just how serious are organizations and customers taking them?

Inside organizations, employees avoid surveys because just about everyone knows, that they are not always confidential.

Yet more reject them after having submitted survey’s themselves in hopes for change only to see time and time again, the thoughts shared for a better organization fell upon deaf ears.

At this stage (of organizations seeking how to please all customers, internal and external), how can organizations revamp the survey to produce sustainable change?

Use the Feedback provided to your Organization through Survey’s

One of the easiest and clear cut ways of revamping surveys is for organizations to actually use the feedback that they receive.

To go through the lengths to imply that you are a customer service friendly organization that cares about the opinions and service provided to customers is not the same as actually ‘being’ that organization that takes all opinions and thoughts into consideration.  You cannot fake what is not there.  Either your organization cares and will make changes as needed, or you will lose customers like a rushing wind or a slow dripping faucet.  Why ruin the hard work that went into establishing such an organization just to see it falter because of a lack of concern for customers?

Hiring Quality People

Survey-Source iStock

Source:  iStock

To my statement that “you cannot fake what is not there”, it behooves organization to really take the time to vet during the hiring process.  Many have no problem with lying on their applications, or faking and taking on a false persona that does not exist within that individual.

Therefore whoever is in charge of hiring should have the ability to read people and not just there resume’.   Embellishment on resumes and job applications are not unheard of. So knowing how to read people during the hiring process is the key to ensuring your organization has nothing but the best.

Create Trustworthy Survey’s

In today’s digital age, just about anyone within an organization can use a free website or applications like Google to create surveys.  As a result, the responses to these surveys are not always confidential.  In the event that organizations must present a survey to employees, please ensure that the surveys are confidential.  It is not confidential if you or upper management receives the responses back from the email address of the employee’s (some companies have their employees name as part of the email address). Thus if a survey is completed by that particular employee, it is not difficult for the individual who is collecting the survey to know exactly who completed it.

Employees that are interested in keeping their jobs more than pleasing upper management with a survey, will either not answer truthfully or may avoid the survey all together.

Therefore if you are really interested in real genuine authentic results, make sure it really is anonymous or confidential. And in the event that being anonymous cannot be avoided, it may prove useful to use a third party to collect the results (someone who does not have a ‘dog in the fight’ and who can remain objective).

“Using interviewing tips to get the job can be the downfall to the employee as well as the organization.”

Do job interviews raise your anxiety levels?

Do you polish your apparel and try to recall all the interviewing tips that you learned so that you can appear confident?

In the past, you might have been successful with this feat. Other times you may have walked out the interview knowing you were ripped to shreds as soon as you exited the room.

Next time around when a potential job is at stake, and if your livelihood depends on it, it may be a clever idea to follow the interviewing tips and convey that air of confidence. No doubt you may be successful at landing the job.  However keep in mind that if you mimicked interviewing tips, you might find yourself hired because of your acting abilities, and not because you were the most qualified for the job.

You got the job! Yay!

Firm handshakes, direct eye contact, smiling, no fidgeting, sitting up straight, answering the questions in a way that is acceptable to the interviewer, may carry out its intended motive. Yay! You got the job!

For organizations, this is important. Every day a role is unfilled costs a company money. So it is not surprising that they would like to hire and fill those roles, as quickly as possible. But, can you say unequivocally, you were the most qualified for that job or did you just pull off the best acting job of your life?

Or, did that organization reduce the reputation of their brand, by hiring someone who will be damaging to it?  Hiring according to an image a person portrays, is not an indicator that they will be successful on the job.

 

Sociapathlovefraud

Image source

Sociopaths in the workplace

Many organizations are accepting of various “interviewing tips.” Business articles reference emulating professional behavior, almost to the point (in my opinion) of wearing a mask. However, there is a caveat to such tips; interviewing tips at times become a ploy to the interviewee. Therefore the hiring manager must be prepared to peel back the layers of deceit (if there is any).

Training individuals on how to interview until it is clear that you have located an individual who embodies the competencies and skill set necessary for that particular job, may be the better route to go.

Sure, it may be more time consuming and require additional resources, but in the end, you would have “built your organization on a strong foundation”, not sand.

Also, with all the talk of sociopaths in the workplace, hiring managers may want to think about learning how to read actions, word choices, and behavior, as accurately as possible.

Deception is difficult to identify when the interviewee is wearing a mask. Therefore, in my opinion, these interviewing tips should be disclosed to the public with caution (to cut down on those who strive through deceit).

The Aftermath

Deceptive behavior does not stop at the interviewee.  If the hiring manager is “playing a part,” the interviewee may incorrectly believe this organization is a good match for them.  When in reality, they may be “selling their soul to the devil.”

The aftermath of hiring under false pretenses can not only bring stress to that employee, but that stress can and almost always does, trickle down to all who interact with that employee, poisoning the work environment.

Still not convinced it’s a bad idea?

One more thing that I have witnessed are employees that ask themselves a few months into the job, why in the hell they accepted that job in the first place. Organization’s culture are impacted majorly increasing turn-over rates.

Organizations have the opportunity to vet employees properlyand not just buy into an act, when individuals are able to “be” themselves.

Am I missing something here or do you feel the same? It is preferable that a person comes into the interviewing room being their authentic selves than acting a part. Consequently, the interviewer and interviewee can determine if this will be a viable relationship.  Hiring prematurely or going by the act a person portrays on the outside no doubt can result in the organization doing more damage to their brand.

Many may not agree with me, and that is totally okay, but I if were looking to hire a competent employee I would prefer for someone to be honest, as opposed to playing a part. What do you think?

Reference:

Elliott, M. (2017). “10 Body Language Mistakes to Avoid in a Job Interview”. Psychology Today.  Retrieved from http://www.cheatsheet.com/money-career/body-language-mistakes-to-avoid-in-a-job-interview.html/

(2013, September 29). “Are You Working With A Sociopath? 4 Signs That Your Co-worker Could Have an Antisocial Personality Disorder”. Retrieved from https://www.psychologytoday.com/blog/digital-leaders/201309/are-you-working-sociopath

 

 

Using baby steps to implement Cultural Change Efforts

Have you been involved in an organizational culture change, only to see your organization pick up the bad habits just as quickly as they vowed to destroy them?

In large organizations, cultural change is not something as easily undertaken as the conversation about it unveils.

Frustration faces many of us as we encounter how things are done versus how things should play out.

“Culture defines core values, assumptions, interpretations, and approaches that characterize an organization” (Cameron and Quinn, 2011, p. 35).

According to an article on OCAI’s website, Conditions-for-Successful-Organizational-Change many organization consultants are faced with the challenge of developing a cultural change model for an organization, just to see it quickly buried.  Why? Because of the hard work that revolves around getting people on the same page for one, getting them committed (for two), and three, keeping them committed.  Since we do not have control over another person’s will, this can be a daunting task. That, in a nutshell, is enough to rattle any involved in the change efforts, nerves.  Therefore before you say that you want a change in your company culture, beware that not only does it not come easy, it can come at the price, of stress and frustration.

Small Victories go a long way

One of the main things that can be adopted, according to “Diagnosing and changing organizational culture” (Cameron and Quinn, 2011), is “celebrating small” victories, no matter how small that victory may be. In fact setting certain benchmarks for those small victories can help maintain the change model instituted. Building and keeping momentum, are critical to the success of change efforts.

Employees have the opportunity to see that “yes, this cultural change can actually happen”, or “there is progress being made!”  Nothing excites an employee more than seeing that in which upper management has instituted come to pass.  Trust and reliability is established as they begin to see the change effort is not just another fad, you’re your CEO may have read about and decided to implement.  Therefore I urge you to implement celebrating small victories.  The moment doubt enters and spreads through your organization is the very moment your change efforts has just tanked.

Cameron, K.S., & Quinn, R.E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework (3rd ed.). San Francisco, CA: Jossey-Bass.

 

“Don’t Fall into the Capability Trap: Does your organization work harder or smarter?” -The Imperfect Org

We have reposted this upon our Google plus page recently, however the article “Don’t Fall into the Capability Trap: Does your organization work harder or smarter?” makes one think about the current state of their organization.

As one comment states: “I have been in multiple organizations that have worked harder, instead of working smarter and adjusting or even creating ways to shrink performance gaps within the organization. The organizations I have been a part of would rather layoff first, and then divide (if possible) those tasks left by departing individuals to anyone that is left, in a supervisory role. Most of the time, the supervisors are ill-equipped or ill trained to complete these tasks and then the tasks are given to an outside third party. Once that fails the organization tries to hire additional staff to bring those tasks back to individuals from outside the organization who although are well trained are now being paid less than those who were previously laid off. The refusal of these organizations to work smarter and in turn, do the exact opposite of the five principles listed in the article, is evident and not lost on employees, even to those who do not have a background in Organization Development. This lack of investment creates its a cycle of high employee turnover among the new staff because these new well-trained individuals realize that there are better opportunities elsewhere.”

When developing employees an organization must be careful to not “burnout” or overuse the highly productive employees while trying to balance organizational expectations for a team or department. As the article states the organization must invest in downtimes in all their employees so that employees are not forced to “work harder but smarter”, if this happens you have a probability of a high turnover rate occurring. Of course, no one wants that, but organizations are more likely or prone to implement this type action or process than the strategies listed in this article.

Of course, no one wants that, but organizations are more likely or prone to implement this type action or process than the strategies listed in this article. Although understanding how organizations realistically approach such issues we can use the strategies in the article, to circumvent and come up with effective solutions to these type of problems.

People resist change with John Izzo (YouTube video) -The Imperfect Org!

This is a great Youtube video with John Izzo that has a few tips regarding creating a better organization and pushing through organizational change by engaging employees. Izzo goes on about engaging employees to build better productivity and help create an employee perspective of self-responsibility for how they are accountable for their work. It does start with a short generalization then Izzo fleshes out what he talks about early in the video later on.

Here is the video called : “John Izzo: Organizational Development Expert, Author and Keynote Speaker” please click the link here:

Happy viewing and learning from the Imperfect Org!

Organization development explanation (YouTube video) -The Imperfect Org

This is a link for a Youtube.com video that will give you a detailed but long (30 minute) explanation about what Organizational Development is. The description below the video is for the text version of what is covered in the beginning of the video also this video is for those who are visual impaired.

 

If you need lots of details regarding Organizational Development for an academic reason I would recommend this video as it will give you a lot of material for writing a paper.

Here is the video called : “Organization development” please click the link here: