learning the basics
DESCRIPTION
LEARNING THE BASICS. LEARNING THE BASICS R&D Resources Research Guidelines. The Link to Performance. · Innovation · Sales Growth · Market Share. · Profitability ROI, ROS, ROE. · Creativity · Customer satisfaction. · Quality · Employee Satisfaction. - PowerPoint PPT PresentationTRANSCRIPT
LEARNING THE BASICS
LEARNING THE BASICSR&D Resources Research Guidelines
· ProfitabilityROI, ROS, ROE
· Creativity· Customer
satisfaction
· Quality· Employee Satisfaction
· Innovation· Sales Growth· Market Share
The Link to Performance
LEARNING THE BASICSOCS Module
The Link between the Denison Organizational Culture
Survey (DOCS)and Content Modules
DOCS–Modules Link: Overview
Overlap The DOCS provides some
information about the topics covered in the content modules
The DOCS Assesses a high
performance business culture
Identifies cultural strengths/weak-nesses as they apply to organizational performance
Results are presented using the DOCS benchmark database
Content modules Supplement
information provided by the DOCS with more targeted questions
Potential outcomes to a positive organizational culture
Results are presented using each module benchmark database
Employee Engagement: What the DOCS can tell you
The DOCS captures the following aspects of Employee Engagement
The Engagement Module supplements the DOCS by assessing a person’s positive emotional relationship with work/organization.
Employee empowerment; Team orientation; Capability development
Engagement with customer needs
Engagement to the vision of the company; Strategy alignment
Coordination
My work drives me to go the extra mile.
Employee Engagement: Dimensions
Discretionary Effort
I am enthusiastic about working for this organization.
I am proud to work for this organization.
I am passionate about my work.
My work energizes me.
ExcitementEnthusiasm
Pride
InterestPassion
InspiredEnergized
Employee engagement: A heightened positive, emotional state in relation to one’s work or organization.
3
1
2
3
With a high level of empowerment, employees tend to be more engaged as they can make decisions and have input.
People are more likely to be engaged when they have autonomy and capability development opportunities.
A clear set of core values promotes engagement by providing clarity and guidance around behaviors and practices.
A shared vision can increase the level of engagement by creating excitement and motivation and direction.
Employee Engagement–DOCS:Top predictors of Employee Engagement
1
3
2
3
Organizational Innovation: What the DOCS can tell you
The DOCS captures the following aspects of Organizational Innovation.
The Innovation Module supplements the DOCS with direct questions about the role that innovation plays in the organization.
Customer- & market- focus; Ability to create change
Employee ownership; Sense of capability
Clear goals & long-term directions guiding idea implementation
Agreed upon systems & processes to deliver on creative ideas
People are encouraged to be creative.
Organizational Innovation: Dimensions
Creativity
We are able to implement new ideas. New ideas are continually evaluated and improved
upon.Implementation
Support for developing new ideas is readily available. Innovation is a large part of our business activities.
Organizational Support & The Role of Innovation
Organizational Innovation: The successful implementation of creative ideas.
Innovative organizations encourage employees to take educated risks and learn from failures as well as successes.
Vision guides innovation by providing a clear direction & a roadmap for translating ideas into reality
Empowerment fosters creativity by building ownership and responsibility and encouraging information sharing.
Flexibility and the ability to respond well to the external environment enable organizations to create change & innovate.
2 3
1
4
Organizational Innovation–DOCS:Top predictors of Organizational Innovation
1
3
4
2
Organizational Trust: What the DOCS can tell you
The DOCS captures the following aspects of Organizational Trust.
The Trust Module supplements the DOCS by assessing other dimensions of trust in an organization.
Employee capability and competence
Reliability
Organizational Trust: Dimensions
In this organization, decisions are made with employees’ best interests in mind.
People in this organization have good motives and intentions.
Benevolence Compassion
This organization conducts business with integrity. The people who work here are honest. There are very few secrets in this organization.
IntegrityHonesty
Openness
Employees consider this organization to be trustworthy.
Overall Trust
Organizational Trust: A belief that co-workers have positive motives and intentions - that one’s best interests are considered and that others can be relied upon.
Organizational Trust–DOCS:
Agreement is key to trust, as it helps people work together to reach consensus and find win-win solutions.
Trust is strongly related with team orientation; relationship building and teamwork helps build trust.
Trust level is high when there is internal capability development opportunities, as competence is a key component of trust
Empowerment : Trust is high when information is widely shared and people are involved in business planning.
1
2
34
Top Predictors of Organizational Trust
1
3
4
2
Employee Commitment: What the DOCS can tell you
The DOCS already captures the following aspects of Employee Commitment.
The Commitment Module takes this one step further to assess other dimensions of Employee Commitment.
Employee ownership & responsibility; Human capability
Employee Commitment: Dimensions
I am highly committed to this organization. I would recommend working for this organization to
others. I feel a strong personal connection to this organization.
Affective Commitment
It would be difficult for me to leave this organization. I continue to work here more out of choice than
necessity.
Continuance Commitment
I rarely think about looking for a job with another organization.
Turnover Intention
Employee commitment: (a) employees’ personal attachment to the organization, and (b) their need and/or desire to remain with the organization.
LEARNING THE BASICSOCS Module
Denison Organizational Culture Survey: Content Modules
Employee Engagment
Innovation
Organizational Trust
Employee Commitment (Pilot)
Sample Engagement Report
Interpretation Guide
Sample Trust Report
Sample Innovation Report
SELLING THE SOLUTIONS
SELLING THE SOLUTIONSSample Reports OCS
Sample Culture Segment Report
Sample
Sample
Sample
Sample
Sample
Sample
SELLING THE SOLUTIONSSample Reports OCS
SAMPLEOrganizational Culture Content Module Report
Denison Organizational Culture Survey: Content Modules
Content Modules are short instruments that can be added to the Organizational Culture Survey. The modules are brief, containing five to seven items, and can help you gain more information from your culture survey efforts. Data is reported back in means and percentiles.
Key Features: Brief, reliable, and valid measures Benchmarked against a database of organizations Strengthens the value of information from the culture
survey
40
Sample
Employee Engagment
How do your employees feel about their work? Are they putting forth the extra effort to make your organization successful? This module can help you understand the impact that your culture has on your employees’ attitudes toward their job and organization.
1. My work drives me to go the extra mile. 2. I am enthusiastic about working for this organization. 3. I am proud to work for this organization. 4. I am passionate about my work. 5. My work energizes me.
41
Sample
Innovation
Are elements in place in the organization to support, develop, and implement creative ideas? This module directly asks questions about creativity, the implementation of creative ideas, and about the role that innovation plays in the organization.
1. People are encouraged to be creative. 2. We are able to implement new ideas.3. New ideas are continually evaluated and improved
upon.4. Support for developing new ideas is readily available. 5. Innovation is a large part of our business activities.
42
Sample
Organizational Trust
Central to trust are the ideas of honesty, openness, and integrity as well as compassion or benevolence.
1. In this organization, decisions are made with employees’ best interests in mind.
2. People in this organization have good motives and intentions.
3. This organization conducts business with integrity. 4. The people who work here are honest. 5. There are few secrets in this organization. 6. Employees consider this organization to be
trustworthy.
43
Sample
Employee Commitment (Pilot)Designed to reflect the strength of employees’ commitment to their organization in terms of their personal attachment to the organization, and their need and/or desire to remain with the organization.
1. I am committed to this organization.2. This organization is where I belong.3. I am glad to work for this organization over any other.4. I would recommend working for this organization to others.5. I feel a strong personal connection to this organization.6. It would be difficult for me to leave this organization.7. It would not benefit me to leave this organization.8. I continue to work here more out of choice than necessity.9. I plan to continue working in this organization for a long time.10. I rarely think about looking for a job with another organization.
44
Sample
Sample Engagement Report
45
Sample
Interpretation Guide
46
This is the definition of the module.
Your factor tells you the overall score for the module.
These are the line items asThey appear on the survey.
These are your scores compared to the module
normative database.The Mean score is the Average for each item.
N represents the numberof respondents.
Sample
Sample Trust Report
47
Sample
Sample Innovation Report
48
Sample
SELLING THE SOLUTIONSSample Reports OCS
SAMPLEOrganizational Culture
Multi-Segment Comparison Report
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
SELLING THE SOLUTIONSSample Reports OCS
SAMPLEOrganizational Culture Change Monitor Report
Provides scores on 2 to 3 indices and
compares them to the original scores
Sample
Sample
Sample
SELLING THE SOLUTIONSSample Reports OCS
SAMPLEOrganizational Culture
Year-to-Year Comparison Report
Provides a comparison of two segments of data side-by-side
Sample
Sample
Sample
Sample
Sample
Sample
Sample
SELLING THE SOLUTIONSSample Reports LDS
Sample Leadership 360 Year-to-Year Comparison Report
Provides a comparison of the leader’s 360
assessment data over multiple survey administrations
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
SELLING THE SOLUTIONSSample Reports LDS
Sample Leadership Change Monitor Report
Provides a comparison of the leader’s 360 assessment data to gauge progress on 2 to 3 specific indices
Sample
Sample
Sample
Sample
Sample
Sample
Sample
SELLING THE SOLUTIONSSample Reports LDS
Sample Leadership Composite Report
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
SELLING THE SOLUTIONSSample Reports LDS
Sample Leadership 360 Report
This is a sample Individual Contributor Leadership Report. The IC version of the Denison Leadership Development Survey is for people who do not have Direct Reports.
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
Sample
PREPARING FOR THE SURVEY
PREPARING FOR THE SURVEY
Available Resources OCS
Sampling for Organizational Surveys
Last update: Dec. 2011
We generally recommend you survey everyone Sampling, particularly if looking at larger groups,
is statistically valid and can be cost effective But, there are also important political
considerationso When individuals are involved, they feel more
ownership & will contribute to resulting interventions
o Excluding people can send unintended messages
Sampling vs. Census
Sampling decision treeAre you using the survey to launch an organization-wide change initiative?
Yes
Census
Is there a high level of political concern about using a sample?
Does your organization have less than 200 employees?
No
No
Yes
No
Yes
In terms of logistics and costs, is it possible to involve the whole system?
Should every segment of the organization be represented in the survey?
Are you interested in the overall organization-level report only? No
Yes
No
Yes
No
Yes
Consult with our
R&D!
Simple random
sampling
Stratified sampling
A representative sample needs to be obtained for each report segment
The smaller the group, the larger the % of the population required
Response rate must be factored in Example: department of 100 people
o 80 are required for statistically valid sampleo Should invite all 100, unless the expected
response rate is 100%
Sampling
Denison can calculate the sample size required, if we know the following before survey launch: All potential report cuts (e.g., department) The populations of those groups The anticipated response rate (e.g., 70%) to
determine the number of individuals to invite
To sample…
PREPARING FOR THE SURVEY
Available Resources LDS
LDS 360 – Guide for Survey (Voice Over)
G:\Marketing\Website\Website Redesign 2012_ICM\Consultant Essentials\4 Preparing for
the Survey\LDS\Available resources
INTERPRETING THE RESULTS
INTERPRETING THE RESULTS
Culture Understanding the Results
Understanding Your Culture Results
This presentation will help you understand and interpret your Denison Organizational Culture Survey reports.
Agenda
An overview of the Denison model
Getting ready for feedback
Understanding your reports
Interpretation guidelines
The Denison Model
Adaptability Pattern..Trends..Market
Translating the demands of the
business environment into action
“Are we listeningto the marketplace?”
MissionDirection..Purpose..Blueprint
Defining a meaningful long-term direction
for the Company
“Do we know where we are going?”
InvolvementCommitment ... Ownership …
Responsibility
Building human capability, ownership, and responsibility
“Are our people aligned
and engaged?“
ConsistencySystems… Structures…
Processes
Defining the valuesand systems that are the basis of a strong culture
“Does our system create leverage?”
The Denison Model is based on four key concepts:
Each of these indexes is made up of five survey items for a total of sixty items.
Adaptability
Patterns…Trends… Market PlaceTranslating the demands of the business
environment into action“Are we listening to the marketplace?”
Indexes:· Creating Change· Customer Focus· Organizational Learning
Mission
Direction…Purpose…BlueprintDefining a meaningful long-term direction
for the organization“Do we know where we are going?”
Indexes:· Strategic Direction & Intent· Goals & Objectives· Vision
Involvement
Commitment...Ownership... Responsibility
Building human capability, ownership and responsibility.
“Are our people aligned and engaged?”
Indexes:· Empowerment· Team Orientation· Capability Development
Consistency
Systems…Structures…ProcessesDefining values and systems that are the
basis of strong culture“Does our system create leverage?”
Indexes:· Core Values· Agreement· Coordination & Integration
Each of the four traits is made up of three indexes:
Getting Ready for Feedback:What is the purpose of feedback?
The purpose of feedback is to improve your organization’s effectiveness and performance.
Feedback helps leaders and employees gain a better understanding of the organization’s strengths and challenges, and where to focus their development efforts.
Feedback creates an opportunity for having honest conversations across the organization and taking thoughtful actions.
How NOT to Use Your FeedbackThe Hero:“You have confirmed what I always knew: Our company is the greatest!”
The Detective:“Who’s the &#$%# that said that about our company?!”
The Analyst:“What about the validity and reliability of these measures?”
Too Busy:“I don’t have time for this now – more important things to do!”
Favorite Excuses:“Our employees don’t really know the company that well.”
“Recent changes (mergers, acquisitions, restructuring, policy changes, etc.) make us act this way. We’re not really like this.”
“The data about our strengths is accurate, but not the data about our weaknesses.”
“We used to be this way, but we have changed very recently.”
“These results must belong to another company – this can’t be us!”
1076 companies in 48 Countries 75% North American, 15% Europe, 7% Asian,
3% Africa/Middle East/Central & South America Wide classification of industries using the
North American Industry Classification System (NAICS)
Different Industries and different Countries, on average, have very similar results to the global benchmark
We recommend using the Global Benchmark Composites are available for many different
Industries and Countries
Global Benchmark
Understanding Your Results
This is one of the four key traits that impact
business performance.
This is one of the three indexes
that measure the behaviors of this trait. Each of the twelve indexes consists of five survey items.
This is a percentile score. This is your
organization’s score as a percentage
benchmarked against the average of the
other organizations in our global normative
benchmark. This organization, for example, scored
better than 82 percent of all the other
organization in the database in the Goals & Objectives index.
The profile is colored to show the quartile in
which the percentile falls. This score, for
example, falls in the fourth quartile.
Understanding Your Line Item ResultsThis is one of the four key traits in
the model.
These are the items as they appear on the
survey.
These are the four quartiles in which your percentiles
may fall.
These are the percentile scores
for each line item. These
scores are also benchmarked against the
global database.
The +/- symbols indicate that this item was one of
the top five (+) or bottom five (-) scores on the
survey.
The raw score has been reversed for this negatively worded item marked with an asterisk (*). In all cases, a higher score indicates a more favorable condition.
Understanding Your High-Low Results
These are the five items for which your organization received the highest percentile
scores. They are listed in order from highest to lowest score.
These are the five items for which your organization received the lowest percentile
scores. They are listed in order from lowest to highest score.
The colors indicate the traits the items are to attributed for easy identification of patterns
and trends.
Interpretation Guidelines:Looking at your results
Strengths & Challenges
What are main areas?
Strong = more color Weak = less color
Are these clustered?
Flexible? Stable? Externally Focused? Internally Focused?
Involvement? Consistency? Adaptability? Mission?
Summarize Strengths
Review the 12 Indexes
Which are strongest? Most important to job? Important to career? Clustered in one trait?
Review the Items
Top five? Most important? Clustered in one trait?
Summarize Challenges
Review the 12 Indexes
Which are lowest?
Most important to your organization’s effectiveness? Clustered in one trait?
Review the Items
Bottom Five? Most important? Clustered in one trait?
Key Patterns
Foundation Skills:What are the key capabilities that arethe foundation of your organization’s Strengths?
Areas to Improve: What capabilities are important to improve? Short-term? Long-term?
Impact of strengths and weaknesses on performance measures : Employee Satisfaction ? Quality? Sales ? Customer Satisfaction? Innovation ? Financial performance ?
Big Picture High Scores
Low Scores Overall Patterns
Action PlanningThe combination of your cultural insights and your business objectives should drive your action planning efforts. Effective culture change – whether it be incremental improvements or larger scale transformations – requires the involvement of employees from throughout the organization. There are no secret recipes or silver bullets for successful change. While we can offer suggestions and starting points, we have found that the organizations who have been most successful have built their solutions through active participation and involvement at every level of the organization. The solutions that come from the thoughtful participation of a broader audience have the best chance of adoption and success.
Action Planning Resources The Denison Action Planner
- Learn more at http://www.denisonconsulting.com/products/cultureProducts/action_planner.aspx
eResource: Getting Started with Your Denison Organizational Culture Survey Results - Available at http://www.denisonconsulting.com/docs/CultureGettingStarted/Culture_Getting_Started.htm
Step IEducation and Assessment
Goal: To educate internal staff regarding
the Denison Model and assess the
current culture to surface overall strengths and
weaknesses and identify possible sub-cultures/areas of opportunity
Step IICreating
Understanding
Goal: To create a common
understanding of the data and the associated beliefs
& assumptions driving the
current cultural strengths and weaknesses
Step IIIChoosing to
Shift the Culture?Goal: To
establish true alignment
around the need for culture
change AND to focus efforts on
areas of maximum
impact
Step IVAction
Planning
Goal: To generate ideas for
moving the culture
forward; prioritizing
and developing
specific action plans
Step VImplementation &
Evaluation
Goal: To execute against the action
plans and measure progress – with a constant
link back to organizational or
group performance
Cultural Understanding & Development ROADMAP
What So What Now What
Thank You!
INTERPRETING THE RESULTS
Culture Interpret
Leading Culture ConversationsThe culture data offers a unique opportunity in
organizations to discuss ‘how’ people work (or don’t work) together and identify some of the barriers to high performance. The following pages offer some
questions that can help facilitate those conversations and surface some of the existing
beliefs and assumptions that have resulted in the current culture.
167
MissionAs you review your Mission results you might consider using
the following questions to help facilitate the conversations: Vision: Do you understand why we are in business?
Does our vision excite/motivate you? If so why? If not, why not? Does the vision create ‘context’ for the work that you do? What would help make the vision ‘real’ for you?
Strategic Direction: Do you know what the key areas of priority are for us as a group/organization for the next 2 – 3 years? Do you believe that our strategies will have the desired impact? Do our strategies help guide your decisions? What do you need to increase your understanding of the key organizational strategies?
Goals & Objectives: Are you clear about the short-term goals that you are trying to achieve? Is progress towards those goals being measured? Do you feel some ‘ownership’ of the goals? What else do you need to achieve the goals in your area?
ConsistencyAs you review your Consistency results you might consider
using the following questions to help facilitate the conversations: Core Values: Are you clear about what our core values are and
what they mean? What would you say is ‘valued’ most in this organization? What is ‘valued’ least? Are you able to apply the values in your day-to-day activities? What could we do to make the values more ‘real’?
Agreement: Would you say that we are all in agreement regarding our key work objectives? How effectively would you say that we resolve issues/problems that arise? What could we do better to resolve issues in a way that generates more win-win solutions?
Coordination & Integration: Do you understand how your work impacts others? Do you believe that your colleagues across the organization have common goals? Are you kept informed about work in other areas that impacts you? Do you keep other’s informed about the work that you do that might impact them? What could be done to increase the level of coordination and integration in our organization?
InvolvementAs you review your Involvement results you might consider
using the following questions to help facilitate the conversations: Empowerment: What does empowerment mean? What does
it look like to you? What do you find empowering in your work? What prevents you from feeling empowered? Can we come to agreement about what empowerment looks like in our organization/group?
Teamwork: Do you feel like you are part of a team? Is our team working as effectively as it can? What if anything, gets in the way of teamwork? What should we be doing that we are not currently doing to improve our team’s effectiveness?
Capability Development: How are we doing with training? Are there specific skills that you think we lack as an organization/group? Are we building the skills and capabilities that we will need to be successful in the future? Do you believe that your skills are valued and being developed? Do you have a development plan that you believe is helping you to learn and grow in your job?
AdaptabilityAs you review your Adaptability results you might consider
using the following questions to help facilitate the conversations: Creating Change: How receptive are we to new ideas and
suggestions? Do we ever hear ourselves (or others) say ‘That’s not the way we do it around here?’ How well are changes communicated? When do changes meet the most resistance? How could we become more proactive about driving change?
Customer Focus: What do we currently do to get feedback from our customers (internal & external)? What happens to the feedback we get? Would you say that we all have a good understanding of our customer’s needs? What can we do to better serve our customer(s)?
Organizational Learning: What does risk taking at work mean to you? Can we get better at what we do without trying new things? What happens when mistakes are made around here? Do we try to learn from mistakes or is our first reaction to blame someone? What can we do to encourage more innovation?
INTERPRETING THE RESULTSCulture Tools
Denison Culture Survey ResultsExecutive Summary
Prepared by:Insert Your Name Here
Insert Company Name and/or Logo here
Culture data should do TWO things…
1)serve as a vehicle to start some ‘honest’ conversations in the
organization AND 2) generate ‘thoughtful’ actions
174
As you look at your survey
results, remember...
More Color is Better!
A profile of a high
performing culture
A profile of an average
performing culture
A profile of a low
performing culture
175
The more color you see, the more clarity there usually is regarding important issues such as direction, priorities, customer needs, and how to
collaborate within the organization
The less color you see, the more uncertainty there
usually is regarding important issues such as direction,
priorities, customer needs, and how to collaborate within
the organization
What Do the Colors Mean?
176
Culture is a BUSINESS issue
177
Culture and Performance
178
· ProfitabilityROI, ROS,
ROE
· Creativity· Customer
Satisfaction
· Quality· Employee Satisfaction
· Innovation· Sales Growth· Market Share
179
931 Organizations in 48 Countries 49 Public Administration & 49 Educational Institutions
The most stable, representative comparison group Different Industries and different Countries, on average, have very
similar results to the global benchmark
Denison Global Benchmark
Your Culture Survey Data
Insert the Organization’s Name and/or Logo here
(The following pages use a Sample Company to
illustrate how you might present the data)
180
181
General Insights
The overall profile indicates a number of areas that reflect opportunities for improvement.
The result suggests an organization where people ‘team’ to respond to customer needs
The lower scores in areas such as Vision and Strategic Direction indicate that Customer Focus is more ‘reactionary’
The more ‘white space’ you see in a profile the more uncertainty that typically exists within the organization
182
General Insights (cont.)
We often describe the Mission area as ‘first among equals.’ All of these traits and indices impact performance, however weak scores in the area of Mission often result in weaker scores across the model – particularly in areas such as Coordination & Integration (people focus on the immediate goals within their unit or ‘silo’); Capability Development (what skills are needed for future success?); Organizational Learning (no time to stop and reflect); Creating Change (change towards what?) 183
Involvement: Line Item AnalysisPerceived Strengths: Involved employees who work as a team
Potential Concerns: Involvement in decision making; amount of information sharing; cross-organizational cooperation; ee development
We work more effectively within our own teams than we do with others across the organization. Employees believe they can contribute but do not feel as though they are given a chance to do so. Our bench strength improves by bringing in talent – not by developing it internally.
184
Consistency: Line Item AnalysisPerceived Strengths: We work hard to reach consensus and strive for win-win solutions
Potential Concerns: Articulating clear Core Values; lack of consistent management practices; ability to coordinate work across the organization
The perception is that we lack clear core values. Inconsistent values, management styles and practices result in a lack of agreement regarding the right and wrong ways to get work done. Working and coordinating activities across the organization is difficult.
185
Adaptability: Line Item AnalysisPerceived Strengths: Flexibility; responding to customer comments and recommendations
Potential Concerns: Responding to the competition and incorporating the interests of customers in our decisions; time to reflect and learn as an org.
The perception is that we are flexible and responsive to the customer. It is not always clear how the interests of the customer are reflected in our decisions. We are generally ‘reactive’ and perhaps even ‘chaotic’ in the way we operate.
186
Mission: Line Item AnalysisPerceived Strengths: Tracking progress against our stated goals
Potential Concerns: Lack of a clear long-term purpose and strategy; ability to set realistic goals; short term focus without a long term sense of direction
We track progress on our goals however there is a general lack of ‘buy in’ to those goals. There is an absence of longer term direction, and leaders are not perceived as having a long-term point of view.
187
We are flexible and team together to work through difficult issues. We respond to customer input and ee’s believe that they can have an
impact.
We are not investing in the skills of our employees and we lack a clear sense of longer term direction and priorities, resulting in
inconsistent approaches to doing business. 188
Data by Function
Include some general observations about the variations or similarities based on Function here
189
Insert Functional Data Cuts Here
(You can include the Circumplex AND Line Item Data or just the Circumplex for each Function. For briefing the results and sharing high-level
insights regarding the variation and similarities among Functions - the Circumplexes are often
sufficient)
190
Data by Location/Region
Include some general observations about the variations or similarities based on Location/Region here
191
Insert Location/Region Data Cuts Here
(You can include the Circumplex AND Line Item Data or just the Circumplex for each
Location/Region. For briefing the results and sharing high-level insights regarding the variation
and similarities among Locations/Regions - the Circumplexes are often sufficient)
192
Data by Level
Include some general observations about the variations or similarities based on Level here
193
Insert Level Data Cuts Here
(You can include the Circumplex AND Line Item Data or just the Circumplex for each Level. For
briefing the results and sharing high-level insights regarding the variation and similarities
among Levels - the Circumplexes are often sufficient)
194
Example: What is one aspect of XYZ Co’s culture that you would want to
preserve?
Qualitative Data (open-ended questions)
195
One Aspect of the Culture to Preserve Key Themes:
Primary Themes: Theme 1 Theme 2 Theme 3
Secondary Themes Theme 1 Theme 2
196
What is one aspect of XYZ Co’s culture that you would like to see change?
197
One Aspect of the Culture to Change Key Themes:
Primary Themes: Theme 1 Theme 2 Theme 3
Secondary Themes Theme 1 Theme 2
198
INTERPRETING THE RESULTSAction Planning
Denison Culture Survey ResultsFrom Data to Action
Prepared by:Insert Your Name Here
Insert Company Name and/or Logo here
From Data to Action
201
Step I
Assessment(collecting
survey data)
Goal: To fully explore the
current culture. To surface
overall strengths and weaknesses
and identify possible sub-
cultures/areas of opportunity
Step II
Creating Understanding
Goal: To create a common
understanding of the data and the associated beliefs
& assumptions driving the
current cultural strengths and weaknesses
Step III
Choosing to Shift the Culture?
Goal: To establish true
alignment around the need for
culture action AND to focus
efforts on areas of maximum
impact
Step IV
Action Planning
Goal: To generate ideas for
moving the culture
forward; prioritising
and developing
specific action plans
Step V
Implementation & Evaluation
Goal: To execute against the
action plans and measure progress – with a constant
link back to organizational or
group performance
Key Steps in the Culture Change & Improvement Process
What So What Now WhatYou Are Here
202
REMEMBER…The Denison model and surveys are intended to facilitate
important conversations in organizations AND drive
change.
Leading Culture Conversations
The culture data offers a unique opportunity in organizations to discuss ‘how’ people work (or don’t work) together and identify some of the barriers to high performance. The
following pages offer some questions that can help facilitate those conversations and surface some of the existing beliefs and assumptions that have resulted in the current
culture.
204
Mission The data generated by the Denison survey offers an excellent
opportunity to engage your employees and colleagues in some important ‘Culture Conversations’
For example, as you review your Mission results you might consider using the following questions to help facilitate the conversations:
Vision: Do you understand why we are in business? Does our vision excite/motivate you? If so why? If not, why not? Does the vision create ‘context’ for the work that you do? What would help make the vision ‘real’ for you?
Strategic Direction: Do you know what the key areas of priority are for us as a group/organization for the next 2 – 3 years? Do you believe that our strategies will have the desired impact? Do our strategies help guide your decisions? What do you need to increase your understanding of the key organizational strategies?
Goals & Objectives: Are you clear about the short-term goals that you are trying to achieve? Is progress towards those goals being measured? Do you feel some ‘ownership’ of the goals? What else do you need to achieve the goals in your area?
205
Consistency The data generated by the Denison survey offers an excellent opportunity
to engage your employees and colleagues in some important ‘Culture Conversations’
For example, as you review your Consistency results you might consider using the following questions to help facilitate the conversations:
CORE VALUES: Are you clear about what our core values are and what they mean? What would you say is currently ‘valued’ most in this organization? What is ‘valued’ least? Are you able to apply the values in your day-to-day activities? What could we do to make the values more ‘real’?
AGREEMENT: Would you say that we are all in agreement regarding our key work objectives? How effectively would you say that we resolve issues/problems that arise? What could we do better to resolve issues in a way that generates more support for the solutions?
COORDINATION & INTEGRATION: Do you understand how your work impacts others? Do you believe that your colleagues across the organization have common goals? Are you kept informed about work in other areas that impacts you? Do you keep other’s informed about the work that you do that might impact them? What could be done to increase the level of coordination and integration in our organization? 206
Involvement The data generated by the Denison survey offers an excellent opportunity
to engage your employees and colleagues in some important ‘Culture Conversations’
For example, as you review your Involvement results you might consider using the following questions to help facilitate the conversations:
EMPOWERMENT: What does empowerment mean to you? What does it look like? What do you find empowering in your work? What prevents you from feeling empowered? Can we come to agreement about what empowerment looks like in our organization/group?
TEAMWORK: Do you feel like you are part of a team? Is our team working as effectively as it can? What if anything, gets in the way of teamwork? What should we be doing that we are not currently doing to improve our team’s effectiveness?
CAPABILITY DEVELOPMENT: How are we doing with training and development? Are there specific skills that you think we lack as an organization/group? Are we building the skills and capabilities that we will need to be successful in the future? Do you believe that your skills are valued and being developed? Do you have a development plan that you believe is helping you to learn and grow in your job? 207
Adaptability The data generated by the Denison survey offers an excellent opportunity
to engage your employees and colleagues in some important ‘Culture Conversations’
For example, as you review your Adaptability results you might consider using the following questions to help facilitate the conversations:
Creating Change: How receptive are we to new ideas and suggestions? Do we ever hear ourselves (or others) say ‘That’s the way we’ve always done it.’ How well are changes communicated? When do changes meet the most resistance? How could we become more proactive about driving change?
Customer Focus: What do we currently do to get feedback from our customers (internal & external)? What happens to the feedback we get? Would you say that we all have a good understanding of our customer’s needs? What can we do to better serve our customer(s)?
Organizational Learning: What does risk taking at work mean to you? Can we get better at what we do without trying new things? What happens when mistakes are made around here? Do we try to learn from mistakes or is our first reaction to blame someone? What can we do to encourage more innovation? 208
Some Levers for Change
209
Vision Vision Creation (engage in a Vision creation process if a
current vision does not exist) Vision Clarification (leaders can utilize a facilitated
process to clarify and articulate the Vision) Vision Communication (roll-out the vision to employees
throughout the organization; engage in Q&A; and solicit feedback)
Share the Vision/Connect the Dots (continually remind employees what the vision is and how it links to their current activities)
Vision as a Litmus test (evaluate potential strategies against their contribution to the Vision)
Link Vision to Employee Performance Reviews (ask employees to share their understanding of the vision and how they are contributing to its fulfillment)
New Employee Orientation (start employee orientations with a review of the Vision and explaining why the organization exists) 210
MissionMission
Strategic Direction Strategic Planning (develop a FEW key strategies that offer
focus regarding what to do AND what not to do) Strategic Alignment (facilitate agreement among leadership
team members regarding key strategies) Strategy Communication (roll-out the strategy and vision to
employees throughout the organization, engage in Q&A, and solicit feedback)
Share the Strategies/Connect the Dots (continually remind employees what the key strategies are and how they link to their current activities)
Link Strategy to Employee Performance Reviews (ask employees to share their understanding of the key strategies and how they are contributing to the fulfillment of those strategies)
Strategy & Skills alignment (link proposed training and skill development programs to the strategies of the organization)
New Employee Orientation (review the Vision and strategy at the start of every new employee orientation)
Customer check-ins (discuss current strategies with key customers to determine your alignment with the market place) 211
MissionMissionMission
Goals & Objectives Annual Goal Setting (engage employees in a bottoms-up goal
setting process – both individual and team goals) Align goals with Employee Development (create employee
development plans that support the goals, strategies and vision of the organization)
Reward Systems (align reward systems so that they support goal achievement)
Check-ins (meet with employees on a regular basis to assess progress against stated goals)
Learn from Successes & Failures (monitor progress of goals and conduct after-action reviews to learn from what worked and what did not)
Cross-functional Projects (utilize cross-functional teams to identify, share and address business goals)
Customer check-ins (discuss current goals and strategies with key customers to determine your alignment with the market place)
212
MissionMission
Core Values Conduct a values-clarification process (allow for discussion about what a
value means and the desired behaviors associated with that value) Create Team Agreements (identify the behaviors and practices that will guide
team interactions) Share values with clients and vendors (our interactions with clients and
vendors are critical to our ongoing success. Share what values guide our actions and seek to understand the values that guide the behavior of our key stakeholders)
Orient to the Values (Share and discuss the values during new employee orientations; consider a ‘Breakfast with the CEO’ for new employees where the values are discussed and emphasized)
Include values in your Performance Review process (provide feedback to employees regarding their behavior and how well the ‘walk the talk’ of the core values)
Recognize ‘value-based’ behaviors and actions (reward and reinforce behavior and actions that are consistent with the core values)
Focus on both ‘What’ and ‘How’ (recognize good performance with respect to both WHAT was accomplished as well as HOW it was accomplished)
Call out behavior and actions that are inconsistent with the core values. Remember that core values should be ‘non-negotiable’ when it comes to behavior 213
MissionConsistency
Agreement Decision Making Process (conduct a decision-making workshop to explore the
types of decisions made and how they will be addressed) Create Team Agreements (identify the behaviors and practices that will guide
team interactions) Make Goal Setting a Transparent Process (share goals and objectives
throughout the organization so that employees at every level understand the key areas of focus
Information Sharing (utilize multiple communication avenues to share and disseminate information to create a common understanding of key business issues)
Conflict Management (use a variety of interpersonal communication and personality assessment tools to highlight differences among individual styles and how to leverage those differences in the workplace)
Conduct a values-clarification process (allow for discussion about what a value means and reach agreement with respect to the desired behaviors associated with that value)
Develop Customer Focus Programs (designed to generate agreement regarding customer wants and needs)
Conduct Functional and Project Roundtables (create an interactive forum for employees from other functions and teams to hear what you are doing, share ideas and discuss how your work impacts them) 214
MissionConsistency
Coordination & Integration Engage in Give/Get discussions (work with other functions, locations, etc. to
assess how well you are meeting their needs and how well they are meeting your needs)
Create Cross-Functional Team Agreements (identify the behaviors and practices that will guide your cross-functional team interactions)
Conduct Functional and Project Roundtables (create an interactive forum for employees from other functions and teams to hear what you are doing, share ideas and discuss how your work impacts them)
Cross-functional Projects (utilize cross-functional teams to identify and address business goals and issues)
Annual 360 assessments (include feedback from Peers and other constituents you serve in the organization)
Make Goal Setting a Transparent Process (share goals and objectives throughout the organization so that employees at every level understand the key areas of focus
Information Sharing (utilize multiple communication avenues to share and disseminate information to create a common understanding of key business issues)
215
MissionConsistency
Capability Development Create a Performance Management System that includes regular feedback
and a clear development plan Stretch assignments (projects and assignments that stretch the individuals
capabilities) 1 on 1 check-ins (regular meetings used to check-in with the employee on a
number of issues including their ongoing development) Mentoring Programs (offering mentoring and coaching – particularly to high-
potential employees) Annual 360 assessments (providing feedback to leaders and managers from
their Direct Reports, Peers and Boss) Cross-functional task forces (presenting employees with the opportunity to
work with colleagues from other parts of the organization – expanding their understanding of the organization and providing exposure to others in the organization)
Promote from Within (promoting employees from within communicates that they are valued and perceived as capable of taking on greater responsibility)
Encourage participation in Industry Groups/Associations so that the employee is aware of industry trends and developments 216
MissionInvolvement
Team Orientation Use a Performance Management System that includes accountability
for team performance Team Goal Setting (team goals are created by the team and are aligned
with the organization’s vision and strategy) Engage in Give/Get discussions (work with other teams – upstream
and downstream - to assess how well you are meeting their needs and how well they are meeting your needs)
Create Team Agreements (identify the behaviors and practices that will guide team interactions)
Conflict Management (use a variety of interpersonal communication and personality assessment tools to highlight differences among individual styles and how to leverage those differences among the team)
Align Reward Systems with Teamwork (align reward systems with the desired team behaviors)
Teambuilding Activities (engage in teambuilding activities designed to enhance team performance and strengthen team relationships)
217
MissionInvolvement
Empowerment Empowerment Clarification Process (engage employees in a discussion about
what empowerment means and where they can make decisions; influence decisions; and what decisions are beyond their influence
Stretch assignments (projects and assignments that stretch the individuals capabilities)
1 on 1 check-ins (regular meetings used to check-in with the employee on a number of issues including their ongoing development)
Information Sharing (utilize multiple communication avenues to share and disseminate information to create a common understanding of key business issues)
Mentoring Programs (offering mentoring and coaching – particularly to high-potential employees)
Promote from Within (promoting employees from within communicates that they are valued and perceived as capable of taking on greater responsibility)
Cross-functional task forces (present employees with the opportunity to work with colleagues from other parts of the organization – expanding their understanding of the organization and providing exposure to others in the organization)
Encourage participation in Industry Groups/Associations so that the employee is aware of industry trends and developments
218
MissionInvolvement
Creating Change Communicate a Vision for the change (employees are much less likely to resist
change if they understand WHY the change is important. Address the ‘what’s in it for me?’ OR ‘why should I care?’ questions that employees will be thinking about)
Facilitate ‘Change’ discussions (provide forums for employees and leaders to discuss pending changes)
Get employees engaged in the changes (changes are easier to accept when they are happening ‘with you’ rather than ‘to you’. Engage employees in the changes and ask for their help and input in order to create some employee ownership of the changes)
Identify key stakeholders (determine who needs to be ‘on board’ with the changes and seek out their support and feedback)
Identify some ‘quick wins’ (identify some quick wins that will highlight the positive aspects of the changes)
Recognize behaviors and actions that support the desired changes (reward and reinforce behavior and actions that are consistent with the changes desired)
Adjust and persevere (be willing to make adjustments as the change moves forward and stay focused on the improvements needed)
Offer change skills training (many employees lack the skills and experience to effectively manage change. Offer skills, tools and guidance to employees to help them throughout the change process)
219
MissionAdaptability
Customer Focus Customer check-ins (discuss current strategies with key customers to
determine your alignment with the market place) Develop Customer Feedback Processes (develop tools for customers to
provide regular feedback and a process for evaluating/utilizing that feedback) Develop Customer Focus Programs (designed to generate internal
agreement regarding customer wants and needs) Customer Appreciation Initiatives (create ways to recognize customers
and express appreciation for their business) Engage Customers in New Product/Service Development (utilize
customers in the creation and design of new products and services) Learn About Your Customer’s Business (develop an understanding of
your customer’s business to inform your solution offerings) Reward Customer Focus (recognize and reward individuals and teams
that demonstrate exceptional customer focus)
220
Adaptability
Organizational Learning Learn from Successes & Failures (monitor progress of goals and conduct after-action
reviews to learn from what has worked and what did not) Create Incentives for Innovation (develop reward systems that recognize innovative
ideas and actions) Develop Customer Focus Programs (designed to generate internal agreement
regarding customer wants and needs) Engage Customers in New Product/Service Development (utilize customers in the
creation and design of new products and services) Learn About Your Customer’s Business (develop an understanding of your customer’s
business to inform your solution offerings) Cross-functional task forces (present employees with the opportunity to work with
colleagues from other parts of the organization – expanding their understanding of the organization and providing exposure to others in the organization)
Encourage participation in Industry Groups/Associations so that the employee is aware of industry trends and developments
Mentoring Programs (offering mentoring and coaching – particularly to high-potential employees)
Annual 360 assessments (providing feedback to leaders and managers from their Direct Reports, Peers and Boss)
Cross-functional task forces (presenting employees with the opportunity to work with colleagues from other parts of the organization – expanding their understanding of the organization and providing exposure to others in the organization)
221
Adaptability
For additional support in preparing your Executive
Summary please contact Denison Consulting at:
(734) 302-4002