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Denison Culture Survey Results Debrief and Action Planning. Prepared by: Insert Your Name Here. Insert Unit Name and/or Logo here. Debrief and Action Planning Agenda. Welcome (5 minutes) Purpose/Objectives Overview of the Denison Model (30 minutes) - PowerPoint PPT Presentation
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Denison Culture Survey Results
Debrief and Action Planning
Prepared by:
Insert Your Name HereInsert Unit Name and/or Logo
here
Debrief and Action Planning Agenda
Welcome (5 minutes)
Purpose/Objectives Overview of the Denison Model (30 minutes)
Case Study: The 100 Year Old Manufacturing Company (10 minutes)
Your Results Group reactions and insights (60 minutes)
Discussion of implications (10 minutes)
Developing areas of priority (45-60 minutes)
Creating action plans (45-60 minutes)
Group reports (10 per report minutes)
Next steps (agreement on follow-up) (15 minutes)
Welcome
Data Analysis & Action Planning
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 change AND to focus
efforts on areas of maximum
impact
Step IV
Action Planning
Goal: To generate ideas for
moving the culture
forward; prioritizing
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
What So What Now What
You are Here
Key Steps in the Culture Development Process
Objectives
Discuss your Denison Culture Survey Results
Create a common understanding of the results
Reach agreement on the need to change
Establish areas of priority Develop your action plans
The Parallel Paths Approach to Driving Culture Change
Division-Wide Actions
Unit Actions
Team Actions
Leader/Manager Actions
Overview of the Denison Model
Adaptability Pattern..Trends..Market
Translating the demands of the
educational environment into action
“Are we listeningto the students/client
s?”
MissionDirection..Purpose..Blueprint
Defining a meaningful long-term direction
for the Unit
“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?”
What Counts…
High Performing organizations have a
Mission that tells employees WHY they are
doing the work they do, and how the work they do each
day contributes to the WHY.
Vision is the ultimate reason you are in education – your purpose - what you
are ultimately trying to achieve.
Strategic Direction typically refers to the multi-
year strategies – high priorities established to
‘operationalize’ the vision.
Goals and Objectives are the short-term, specific
goals established that help every employee see how
his/her daily activities connect to the vision & the
strategy.
MISSION
All high-performing organizations have aspects of
their culture that provide Consistency and stability.
Specifically, they have a clear set of Core Values that help employees and leaders make
consistent decisions and behave in a consistent manner.
By engaging in dialogue and getting multiple perspectives on the table they are able to reach Agreement when difficult issues
and problems arise.
Employees understand how the work that they do impacts
others – and how other’s work impacts them. They do not just ‘throw things over the fence’. They make sure that work is
Coordinated and Integrated to serve the organization as a
whole.
CONSISTENCY
High performing organizations encourage and
support employee Involvement.
They clarify those areas where employees can make
decisions, have input, or those areas that are beyond
an employee’s scope of responsibility. This promotes
‘informed’ Empowerment.
Teamwork is encouraged so that creative ideas are
captured and employees support one another in
accomplishing the work that needs to get done.
Capability Development is practiced in a variety of ways, including training, coaching,
and giving employees exposure to new roles and
responsibilities.
INVOLVEMENT
ADAPTABILITY
High performing organizations are Adaptive – they look for new and improved ways to do their work.
They welcome new ideas and are willing to try new approaches to doing things. They see Creating
Change as an important part of the way they do business.
Customer Focus is critical. Employees recognize the need to serve their customers/students – both internal & external. They
continually look for new and improved ways to meet and exceed customer/student expectations.
‘Thoughtful’ risk taking is encouraged. Organizational
Learning means we gain knowledge from successes and failures. Our
first reaction to reasonable mistakes is not ‘Who is to blame?’, but rather
‘What can we learn?’
Culture Example:100-Year-Old Manufacturing
Company
Culture Example:
100-Year-Old Manufacturing Company
This is one of the four key traits
that impact business
performance.
This is one of the three indices that measure
behaviors for this trait. Each of the twelve
indices consists of five survey items.
This is a percentile score. A percentile is
your organization’s score as a percentage benchmarked against the average of other organizations. (This average is called a
norm.) This organization, for
example, scored better than 68 percent of all
of the companies in the database in the area of Goals and Objectives.
The profile is colored to show the
quartile in which the percentile falls.
This score, for example, falls in
the third quartile.
Case Study: 100 Year Old Manufacturing Company
What patterns do you see in this organization?
What are their strengths?
What are their weaknesses?
What might be the implications for their
business?
What would it be like to be an
employee in this organization? A
leader?
Case Study: 100 Year Old Manufacturing Company
First in industry, but declining
Trying to hold on to the past
1st time in 20 years failed to meet targets
Targeted by new competitors
President ‘operationally’ focused
“We’re a team going down together”
Insert Your Results Here
Moving the Group Forward
From What… to So What… to Now What
Small Group Discussion:Report Analysis & Action Planning
What are your first impressions of the data? Better than expected? Worse? Other impressions?
What do the reports suggest in regards to strengths and weaknesses? Is one half of the model stronger than the other? Is
the circumplex in balance or out of balance? What are the strongest Traits (quadrants)? Weakest? What are the strongest Indices? Weakest? Do the highest and lowest items offer any additional
insights?
Large Group Discussion:Report Analysis & Action Planning
What key themes seem to be emerging?
What might be some of the underlying Beliefs & Assumptions that may have led to our current results?
Large Group Discussion:Unit Goals
Setting the data aside for a moment, what are our key objectives over the next 12-24 months?
Do we have agreement that making progress with respect to our culture will better position us to reach our key objectives?
From What… to So What…
to Now What
Now What: Culture Prioritization
Goal: Translate your Culture Results into Action
“Organizations react to where they place their attention.”
Focusing Attention
Identify two Denison Indices that you believe will best help us achieve our goals over the next 12-24 months: Which indices are critical to achieving our goals and
objectives AND are currently strengths of our group? (Areas to ‘keep doing what we’re doing’)
Which indices are critical to achieving our goals and objectives AND are weaker based on the survey findings? (Areas that require our attention and action planning)
Use the worksheets on the next two pages to help you think through this process.
Prioritization Notes
What are our most critical objectives over the next 12 months?
Which indices are critical to achieving our goals and objectives AND are currently strengths of our function? (Areas to ‘keep doing what we’re doing’)
Which indices are critical to achieving our goals and objectives AND are weaker based on the survey findings? (Areas that require our attention and action planning – these typically become the highest priority areas)
Denison Cultural Index
Place a check mark (√) in the space provided below for the TWO culture indices that you believe should be
prioritized areas of focus over the next
12 months
Vision
Strategic Direction & Intent
Goals & Objectives
Coordination & Integration
Agreement
Core Values
Capability Development
Team Orientation
Empowerment
Creating Change
Customer Focus
Organizational Learning
NOTE: Lower priority does not = low importance. All areas are important for performance. The checked indices reflect those areas that you believe need the most attention because they are critical
to our ability to achieve our current objectives AND may be areas of relative weakness.
Cultural Index Prioritization(Individual or Small Group Exercise)
Denison Cultural Index Potential Areas of Focus
Vision
Strategic Direction & Intent
Goals & Objectives
Coordination & Integration
Agreement
Core Values
Capability Development
Team Orientation
Empowerment
Creating Change
Customer Focus
Organizational Learning
Facilitator: create a chart like the one above on a flip chart and capture the groups areas of priority by placing checks in the appropriate boxes based on the priorities of the participants
Cultural Index Prioritization(Individual or Small Group Exercise)
Action Planning
Create an Action Plan for 2-3 Areas of Focus
Progress in One Area Often Brings Progress in Others
It is helpful to note that focusing on 2 or 3 areas of the culture
model does not mean that you will not see progress in the other areas. Experience has shown that as you raise your capabilities in one area
– it often has a positive impact on other areas of the model as well!
1) Have a FACILITATOR and a TIME KEEPER. 2) Spend time Clarifying the focus area so that everyone
understands the nature of the issue being addressed.3) Discuss what it would look like if you were making noticeable
progress in this area.4) Brainstorm as many options for how to move forward in the
targeted area. (Focus on Quantity NOT Quality)5) Select the (2-3) ideas/options that you believe will have the
most impact1) Criteria might include:
1) We can generate some short-wins to gain momentum2) We have the resources to do it3) We have the authority to do it4) It will have an impact on one or more of our Key Objectives
6) Decide how you will move forward:1) Who needs to be involved?2) Who will lead the effort?3) What specific actions are needed?4) When does this need to be done?5) What potential roadblocks might we encounter?6) How will we address/overcome those road blocks (if encountered)?7) Who else do we need to ‘keep in the loop’ as we proceed?8) How will we monitor our progress?
Action Planning Guide