1 introducing cultural transformation leadership commitment to develop cultural capital leadership...

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Introducing Cultural Transformation

LeadershipCommitment to

Develop Cultural Capital

Leadership Team

Development

Leadership Coaching

IndividualAssessment

IndividualAssessment

TeamAssessment

TeamAssessment

Corporate Culture

Assessment

Corporate Culture

Assessment

Vision, Missionand Values

Leadership Values

Assessment

Leadership Values

Assessment

Derivation of Consciousness Model

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3

2

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Maslow’s Hierarchy of Needs

Self Actualization

Self-Esteem

Belonging

Survival

Service

Making a Difference

Internal Cohesion

Spiritual Needs

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6

5

4 Transformation

Derivation Personal Consciousness Model

Expansion of Maslow’s model to give more definition to spiritual motivations.

Substitute “states of consciousness” for “hierarchy of needs.”

Each state of consciousness focuses on specific beliefs, values and behaviors associated with the particular life theme.

Cultural Transformation Tools

Key Attributes:

• Makes it possible to translate qualitative data into quantitative data

• Provides a base-line measurement instrument for monitoring changes in the organizational culture

• Provides a method for measuring cultural capital

Seven Levels of Consciousness

Spiritual

Mental

Emotional

Physical

Transformation

Service

Making a Difference

Internal Cohesion

Self-Esteem

Relationship

Survival

Human Needs Human Motivations

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2

3

4

5

6

7

Full-Spectrum Consciousness

Service

Making a Difference

Internal Cohesion

Survival

Relationship

Self-Esteem

Transformation

Long-term Viability

Collaboration

Shared Vision

Continuous Improvement

Best Practices

Customer Satisfaction

Financial Stability

MaslowBusiness Language

What does this mean?

• Looking at an aligned organization: Red = matches – personal (p),

current cultural (cc)desired culture (dc)

– What do you notice?– What is relevant?– What do you think is important? Why?– What would be your next step?

Mis-aligned

• Red empty circles = possible liabilities• Blue = matches pv + dc(##) = number of people responding to this value• Meaning?

– What is apparent?– What is relevant?– What is important– Where would you start?– What would you do?

What’s the Cost?

• How would you calculate the cost of mis-alignment?

• How would you approach the client system with this information?

• How would this information impact your over-all design?

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Aligned Organization – Sterling Bank (979)

PL = 10-0 IROS (P) = 2-2-5-1IROS (L) = 0-0-0-0

8 Matches

Current Culture Values

1. customer service (504)2. teamwork (487)3. customer satisfaction (476)4. community involvement (399)5. vision (373)6. organizational growth (296)7. being the best (285)8. integrity (275)9. commitment (261)10. friendliness (252)

PL = 10-0 IROS (P) = 2-2-5-1IROS (L) = 0-0-0-0

2 Matches

Desired Culture Values

1. teamwork (513)2. customer satisfaction (491)3. customer service (489)4. employee fulfillment (477)5. community involvement (430)6. integrity (337)7. commitment (301)8. vision (295)9. being the best (288)10. accessibility (274)

PL = 10-0IRS (P) = 5-5-0IRS (L) = 0-0-0

3 Matches

Personal Values

1. honesty (532)2. commitment (498)3. family/ friendship (479)4. reliability (387)5. integrity (321)6. friendliness (294)7. responsibility (283)8. humor/fun (276)9. courtesy (263)10. trust (255)

LEGENDUnderline = PV & CC match P = Positive I = IndividualRed = PV, CC & DC match L = Potentially Limiting R = Relationship Red = CC & DC match (hollow dots) O = OrganizationalBlue = PV & DC match S = Societal

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PL = 3-9IROS (P) = 2-0-1-0IROS (L) = 6-2-1-0

1 Match

Current Culture Values

1. complaining (L)(301)2. bureaucracy (L) (286)3. dissatisfaction (L) (264)4. disclaim responsibility (L) (241)5. humor (219)6. caution (L) (203)7. conflict (L) (187)8. resistance (L) (182)9. shallowness (L) (167)10. expulsive (L) (142)11. individualism (142)12. tradition (142)

Misaligned Organization – Kennex (432)

PL = 10-0IROS (P) = 4-5-1-0IROS (L) = 0-0-0-0

5 Matches

Desired Culture Values

1. honesty (301)2. open communication (283)3. accountability (266)4. flexibility (263)5. including (254)6. competence (247)7. shared values (230)8. humor (224)9. dialogue (173)10. openness (158)

PL = 12-0IRS (P) = 5-7-0IRS (L) = 0-0-0

1 Match

Personal Values

1. honesty (312)2. humor (279)3. accountability (242)4. flexibility (235)5. politeness (212)6. openness (196)7. responsibility (193)8. listening (188)9. loyalty (179)10. cooperation (169) 11. ethics (169)12. fairness (169)

LEGENDUnderline = PV & CC match P = Positive I = IndividualRed = PV, CC & DC match L = Potentially Limiting R = Relationship Red = CC & DC match (hollow dots) O = OrganizationalBlue = PV & DC match S = Societal

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Cost of Limiting Values• Short-term Focus £3,480,818• Confusion £3,178,636 • Bureaucracy (unnecessary) £1,799,618 • Empire Building £1,764,682 • Information Hoarding £1,634,045 • Sickness and leavers £ 834,225• Hierarchical £ 624,327 • Long Hours £ 187,909

• Total Entropy (potential business value) £13,504,261

Based on staff’s perception of lost productivity & opportunity.Annual income £33,000,000 & loss of -£500,000 in 2000.

Investment Leadership – Jim Ware’s book contains data showing the comparison between healthy and unhealthy cultures and bottom line performance

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• Record annual profits for 13 years• 680% growth since going public in 1993• Annual return of 32% for the last 5 years• From 1 to 33 locations – 1974-2001• 1000 staff – all staff share in profits• Normal profit sharing – 9.5% of base salary• Salaries are 18.5% above industry norm• CEO’s salary is no more than 16 times lowest

salary

Sterling Results

Improvements:

• What happens when use tool over period of years?

• What can be tracked?• What can be evaluated?• What is the value?

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PL = 9-1IROS (P) = 2-2-5-0IROS (L) = 0-0-1-0

5 Matches

Current Culture Values

1. patient satisfaction (609) 2. cost effectiveness (551) 3. continuous improvement (532) 4. being the best (495) 5. accountability (487) 6. commitment (487) 7. bureaucracy (411) (L)8. continuous learning (366) 9. achievement (355) 10. teamwork (349)

The Methodist Hospital Group (1695) - 2001

PL = 10-0IROS (P) = 2-4-3-1IROS (L) = 0-0-0-0

5 Matches

Desired Culture Values

1. accountability (981) 2. commitment (774) 3. continuous improvement (644) 4. compassion (526) 5. teamwork (478) 6. competence (462) 7. employee recognition (447) 8. employee fulfillment (430) 9. ethics (423) 10. continuous learning (414)

PL = 10-0IRS (P) = 5-5-0IRS (L) = 0-0-0

3 Matches

Personal Values

1. caring (916) 2. accountability (856) 3. dependability (839) 4. honesty (684) 5. commitment (634) 6. compassion (592) 7. family (487) 8. competence (484) 9. responsibility (441) 10. continuous learning (440)

LEGENDUnderline = PV & CC match P = Positive I = IndividualBold & italics = CC & DC match L = Potentially Limiting R = Relationship Bold = PV & DC match (hollow dots) O = OrganizationalBold, italics & underline = PV, CC & DC match S = Societal

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The Methodist Hospital Group (6814) - 2003

LEGENDUnderline = PV & CC match P = Positive I = IndividualRed = PV, CC & DC match L = Potentially Limiting R = Relationship Red = CC & DC match (hollow dots) O = OrganizationalBlue = PV & DC match S = Societal

1. accountability (2815) 2. patient satisfaction (2608) 3. being the best (2231) 4. continuous improvement (2067) 5. commitment (2028) 6. cost effectiveness (1874) 7. compassion (1724) 8. teamwork (1676) 9. achievement (1490) 10. continuous learning (1467)

PL = 10-0IROS (P) = 2-5-3-0IROS (L) = 0-0-0-0

5 Matches

1. accountability (4030) 2. commitment (2674) 3. continuous improvement (2387) 4. compassion (2353) 5. teamwork (2132) 6. patient satisfaction (2028) 7. being the best (1955) 8. respect (1733) 9. integrity (1693) 10. open communication (1677)

PL = 10-0IRS (P) = 5-5-0IRS (L) = 0-0-0

3 Matches

1. accountability (4118) 2. caring (3693) 3. dependability (3325) 4. compassion (2747) 5. honesty (2706) 6. respect (2403) 7. commitment (2286) 8. responsibility (1861) 9. integrity (1828) 10. patience (1708)

PL = 10-0IROS (P) = 2-3-5-0IROS (L) = 0-0-0-0

7 Matches

Personal Values Current Culture Values Desired Culture Values

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The Methodist Hospital Group (7502) - 2004

LEGENDUnderline = PV & CC match P = Positive I = IndividualRed = PV, CC & DC match L = Potentially Limiting R = Relationship Red = CC & DC match (hollow dots) O = OrganizationalBlue = PV & DC match S = Societal

1. accountability (3352) 2. patient satisfaction (2956) 3. being the best (2376) 4. commitment (2270) 5. compassion (2087) 6. continuous improvement (2066) 7. integrity (1921) 8. teamwork (1878) 9. cost effectiveness (1816) 10. respect (1662)

PL = 10-0IROS (P) = 2-5-3-0IROS (L) = 0-0-0-0

5 Matches

1. accountability (4495) 2. commitment (2921) 3. compassion (2640) 4. continuous improvement (2395) 5. teamwork (2320) 6. integrity (2233) 7. patient satisfaction (2208) 8. respect (2159) 9. being the best (1970) 10. open communication (1823)

PL = 10-0IRS (P) = 5-5-0IRS (L) = 0-0-0

5 Matches

1. accountability (4889) 2. caring (3943) 3. dependability (3488) 4. compassion (3232) 5. honesty (2964) 6. respect (2810) 7. commitment (2494) 8. integrity (2310) 9. responsibility (2181) 10. patience (1832)

PL = 10-0IROS (P) = 2-4-4-0IROS (L) = 0-0-0-0

9 Matches

Personal Values Current Culture Values Desired Culture Values

Graphic Representations

Different ways of sharing information

General Hospital (509)

Cultural Transformation ToolsValues Assessment

LEGENDUnderline = PV & CC match P = Positive I = IndividualRed = PV, CC & DC match L = Potentially Limiting R = Relationship Red = CC & DC match (hollow dots) O = OrganizationalBlue = PV & DC match S = Societal

1. bureaucracy (199) (L)2. avoidance (174) (L)3. hierarchy (170) (L)4. cost-consciousness (145) 5. patient focus (141) 6. control (138) (L)7. manipulation (135) (L)8. continuous learning (122) 9. long hours (121) (L)10. community engagement (120)

PL = 10-0IROS (P) = 0-6-4-0IROS (L) = 0-0-0-03 Matches

1. accountability (338) 2. patient focus (188) 3. employee satisfaction (185) 4. open communication (167) 5. caring (166) 6. respect (163) 7. continuous improvement (159) 8. teamwork (151) 9. balance (physical/emotional/ mental/spiritual) (121) 10. employee involvement (117)

PL = 10-0IRS (P) = 3-7-0IRS (L) = 0-0-00 Matches

1. accountability (274) 2. caring (259) 3. honesty (221) 4. reliability (202) 5. compassion (200) 6. family (192) 7. respect (172) 8. commitment (161) 9. humour/fun (157) 10. co-operation (139)

PL = 4-6IROS (P) = 0-0-3-1IROS (L) = 0-3-3-01 Match

Personal Values Current Culture Values Desired Culture Values

General Hospital (509)

2%

1%

0%

4%

17%

15%

27%

5%

7%

21%

0% 20% 40%

1

2

3

4

5

6

7

8%

12%

16%11%

19%

7%

7%

5%

10%

4%

0% 20% 40%

1

2

3

4

5

6

7

2%

0%

0%

4%

26%

10%

25%

17%

10%

6%

0% 20% 40%

1

2

3

4

5

6

7

Personal Values Current Culture Values Desired Culture Values

CTS = 39 - 21 - 40 CTS = 19 - 19 - 62 CTS = 33 - 25 - 42

Cultural Transformation Tools

C

T

S1

2

3

4

5

6

7

Values Distribution

Entropy = 3% Entropy = 36% Entropy = 2%

C = Common Good T = Transformation S = Self-interest

Positive ValuesPotentially Limiting

4%

17%

15%

21%

27%

5%

7%

4%

10%11%

19%

7% 7%

5%4%

26%

10%

25%

17%

10%

6%

0%

5%

10%

15%

20%

25%

30%

Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7

Personal Current Culture Desired Culture

General Hospital (509)

Cultural Transformation Tools Positive Values

General Hospital (509)

Cultural Transformation Tools CTS Chart

3%

36%

2%

36%

25%

40%

21%

19%

25%

39%

19%33%

Common Good

Transformation

Self-Interest

CULTURAL ENTROPY

Personal Values Current Culture Desired Culture

General Hospital (509)

Cultural Transformation Tools Balanced Needs Scorecard

BALANCED NEEDS SCORECARD

Society/Community

Contribution

CorporateFinance

CorporateFitness

CorporateEvolution

Current Culture Values

Society/Community

Contribution

CorporateFinance

ClientRelations

CorporateCulture

Desired Culture Values