Why Organizational Culture MattersPresented To:

EFCOG QA Sub-Committee

Presented by:Mark BodnarczukExecutive Director

October 24, 2006

© Breckenridge Institute, All Rights Reserved

Conceptual OverviewConceptual Overview Culture – The purpose of culture (any culture) is to teach people how

to see the world

Goal – Stimulate new ways of thinking about QA by showing how much of what you believe about quality and organizations is itself cultural – a product of the quality culture in the DOE Complex

Goal – Deep learning (comes only from unlearning which makes most people uncomfortable)

Session OverviewSession Overview Session 1 – History, Results, Culture Model

Session 2 – Case Study Intervention and Strategic View

Session 3 – Six Elements of Work, Organizational Climate

Session 4 – Cultural Change and Enhancing QA Programs

Format – Seminar style with six working groups

Deliverable – Six working groups’ suggestions on ways to enhance DOE 414.1C and 10CFR830.120 QA programs

Session 1: History, Results, Culture ModelSession 1: History, Results, Culture Model History – My involvement in QA

Insight – Appendix A, autopilot quality assurance culture with paper-paper, instead focus on enterprise-wide business processes and Criterion 5 (Work Processes)

External Environment – Governance and the business environment is the single biggest factor for creating culture, e.g. why TQM failed in DOE – no business results, no customers, no consequences for performance (good or bad)

Session 1: History, Results, Culture ModelSession 1: History, Results, Culture Model Results – Begin and end with results – current quality culture has

an unconscious bias toward process rather than results, safety over production (Collins’ tyranny of the OR and genius of the AND)

Red Flag – “That’s not how we do it…” or “The system doesn’t allow it” (DNFSB) are indicators of cultural norms operating

Culture – The purpose of culture (any culture) is to teach people how to see the world – it’s the See, Do, Get, Process™

AUTOMATIC PILOTDOING & LEARNING

PROCESS

IdentifyPotentialCourse of

Action

Events inthe World

SelectData

ImposeMeaning

SEE

NEW DOGET

FutureReality

CurrentReality

UNLEARNINGCHANGEPROCESS

FromAwarenessto Action

Deconstruction(Appreciate Inquiry)

Reconstruction

Clarify ChangeMetaphors

Disrupt the Equilibrium

See, Do, Get, Process™

Cultural Wilderness™

Session 1: History, Results, Culture ModelSession 1: History, Results, Culture Model Lewin – Geocentric, subway, conflict (Freud, Rogers, Skinner, EO

Wilson)

See, Do, Get – See is culture, Do is the structures and systems we build, Get is actual organizational performance

Org Theory – Jaques: organizational and scientific theory, e.g. what are the fundamental theories that underlie the work of people like Collins, Kaplan, NQA-1, DOE 414.1C, QA (history)?

Culture Model – The three-part organizational theory that’s the foundation of the BCI™ culture model:

a) Three circles, b) Outside-in open systems theory, and c) Cultural Envelope™

Mapping – Build the connections between: a) the open systems theory, b) the Cultural Envelope, and c) the three radars

Inside-Out Organizational View

Session 2: Case Study Intervention and Session 2: Case Study Intervention and Strategic ViewStrategic View

Results – Small group discussion about results

Intervention – Anthropologists to intervene is to affect

Approach – Expert services role, diagnostic role, collaborative role (small group discussion)

Case Study – From customer service training to culture

Session 2: Case Study Intervention and Session 2: Case Study Intervention and Strategic ViewStrategic View

Border Guards – Small group exercise on building an interaction map

Selection Bias – Cognitive conflict and the self-selection bias of culture – where do you think most QA professionals fit?

ContractorLocal

Corporate

HQLocal Gov

Federal Gov

TownTesting

FieldProduction

SupportFinanceESS&H

ProgramTechnical ServicesOperations

Long-TermEmployeesGovernment Mindset

Recent HiresIndustry Mindset

0

2

4

6

8

10

12

14

16

18

ISTJ ESTJ ISTP ISFJ INFP ESTP ISFP ESFJ ENFJ INTP ENTP

Personality Type

Co

un

t

ESTP 3 6% ESTJ 11 22% ENTP 1 2% ESFJ 2 4%0 0 0% 0 0 0% 0 0 0% ENFJ 2 4%

ISTJ 16 31% ISTP 5 10% 0 0 0% INFP 3 6%ISFJ 5 10% INTP 1 2% 0 0 0% ISFP 2 4%

Total: 5Si Ti Ni Fi

5 10%

10%

Se Te Ne Fe

27Total: 53%

Total: 51

Type 1:Production Type 2: Communicating

Type 3: Administrative Type 4: Visionary

Total: 14 27% Total:

ESTP 1 10% 0 0 0% ENTP 1 10% 0 0 0%0 0 0% 0 0 0% 0 0 0% 0 0 0%

ISTJ 4 40% ISTP 2 20% 0 0 0% INFP 10% 10%0 0 0% INTP 1 10% 0 0 0% 0 0% 0%

Total: 10

Type 1:Production Type 2: Communicating

Type 3: Administrative Type 4: Visionary

Total: 1 10% Total: 1 10%

10%

Se Te Ne Fe

7Total: 70% Total: 1Si Ti Ni Fi

Session 2: Case Study Intervention and Session 2: Case Study Intervention and Strategic ViewStrategic View

Strategic View – Establishes organizational purpose, direction, and ground rules for execution

Configuration – Six elements of the Strategic View are interdependent and settle down on a pattern of interaction that often embodies LOW (Jenga), e.g. changing one changes the others sometimes in unpredictable ways

Core Beliefs-Values – Exploring and characterizing seemingly contradictory, yet mutually held tacit assumptions, unquestioned beliefs that exist in an Essential Tension™ (both and thinking)

Self Assessment – Small group exercise: a self assessment of your organization

Interdependent Configuration

Session 3: Six Elements of Work, Session 3: Six Elements of Work, Organizational ClimateOrganizational Climate

Execution – Shows an organization’s approach to execution – implementing the Strategic View (windows into culture)

QA – These are the elements that are closest to DOE 414.1C and 10CFR830.120

Configuration – Elements of the Six Elements of Work are interdependent and settle down on a pattern of interaction that often embody LOW (Jenga)

Core Beliefs-Values – Exploring and characterizing seemingly contradictory, yet mutually held tacit assumptions, unquestioned beliefs that exist in an Essential Tension™ (both and thinking)

Self Assessment – Small group exercise: a self assessment of your organization

Interdependent Configuration

Session 3: Six Elements of Work, Session 3: Six Elements of Work, Organizational ClimateOrganizational Climate

Climate – The most easily recognizable aspects of organizational culture (closest window into culture)

Qualitative – The opinions and perceptions are dependent on organizational strata, personality, disciplinary background, and experience

Individual-Collective Paradox™ – Teasing apart the difference between individual values and personality (Border Guards) and collective, social beliefs and values (culture)

Configuration – Elements of the six elements are interdependent and settle down on a pattern of interaction that often embody LOW (Jenga)

Core Beliefs-Values – Exploring and characterizing seemingly contradictory, yet mutually held tacit assumptions, unquestioned beliefs that exist in an Essential Tension™ (both and thinking)

Interdependent Configuration

Session 4: Cultural Change and Enhancing Session 4: Cultural Change and Enhancing QA ProgramsQA Programs

Overall Score – Small group exercise: complete the overall organizational score sheet

Quantitative Analysis – Use advanced analytics to identify root causes and cause and effect relationships within each dimension (factor analysis), then between the 18 perspectives in all three dimensions (regression analysis, structural equation modeling)

Gap Analysis – Establish how wide the gap is between the formal and informal structures, systems, and culture by examining objective evidence and day-to-day operations and interactions

Qualitative Analysis – Explore and characterize the underlying core beliefs and values (tacit unquestioned assumptions) that explain the true (informal) motivations of the scores (data mining on verbatim comments, and a portfolio of formal and informal communications)

Session 4: Cultural Change and Enhancing Session 4: Cultural Change and Enhancing QA ProgramsQA Programs

Now What – It’s easy to “talk” about culture change, but very, very difficult to do, e.g. 18 months to 2 years per layer of management

Cliff Notes Culture Change – Small group exercise using the nine-step improvement process that

Harnessing Process™ – A single diagram that codifies the principles and practices presented into a long-term cultural change process

Harnessing Process™

Structure and SystemsSurface Traits

Formal Rules of the Game

GyroscopeSenior Team

Strategic ViewSquandered Energy

Six Elements of WorkFinancial Management

Collective Memory (Level 1)

Redesign Structures and Systems (Org Energy)Redesign Cultural Elements (Psych Energy)

Redesign Embedding ProcessAlign Structures, Systems, Culture, and Embedding

Step-By-Step Implementing Plan and Budget

Defining New Results (Org and Psych)Clarifying the Change Metaphor

A Ceremonial EndingImplementing the Plan

Organization-Wide Embedding Mechanisms

Understand Change-TransitionManage Survival-Learning Anxiety

Focus on the Gyroscope and Be a Trim Tab™Commitment to Stockdale Paradox

Monitor and Measure ResultsCourse Correct - Continue Embedding Mechanisms

Cultural ElementsUnderlying Assumptions

Informal Rules of the Game

Organizational ClimateManagement Philosophy

Openness to ChangeConstructive Conflict

Just Culture, Creativity, TraditionCore Beliefs and Values

Cultural BarriersCollective Memory (Level 2)

Transition toOrganization-Wide

Implementation

Navigating theCultural Wilderness™

Embedding ProcessConcretize Change

New Organizational Reality

Develop Hedgehog and Deploy (GMTs)HA Strata Templates

MoR (Development and Just Culture)Managers Accountable for Staff’s Results

Build Change Into Perform AppraisalsMonday-Friday E-Mails

On-Site SessionsPrimary Embedding Mechanisms

Secondary Embedding MechanismsStop Doing List

Org-Wide Communication PlanAdvanced AnalyticsFinancial Analysis

Transition toOrganization-Wide

Implementation

Navigating theCultural Wilderness™

Dec

onst

ruct

Rec

onst

ruct

Def

ine

Cha

nge

Aw

aren

ess

To

Act

ion

New

Do

Obt

ain

New

Res

ults

Session 4: Small Group DeliverableSession 4: Small Group Deliverable Line Managers – Use material to help line managers “see”

themselves, working associates, and the overall organization differently with the goal of improving results

Intervention-Approach – Use material to improve intervention style and approach (expert, diagnostic, collaborative)

Enhancing QAP – Use material to make your QA program less focused on paper and process and more focused on obtaining improved results

Conceptual ReviewConceptual Review Culture – The purpose of culture (any culture) is to teach people how

to see the world

Goal – Stimulate new ways of thinking about QA by showing how much of what you believe about quality and organizations is itself cultural – a product of the quality culture in the DOE Complex

Goal – Deep learning (comes only from unlearning which makes most people uncomfortable)

Where do we go from here?

The Complex needs a new quality culture

The Complex needs a new theoretical foundation for quality

Today’s material could be a starting place to rethink these things

Photos provided by: © 2006 Annie Crawley, www.anniecrawley.com