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Session 5: Lion tamers and horse whisperers – shaping workplace cultures
Presented by:• Dr Paul Collings Queensland Crime and
Misconduct Commission
Lion Tamers and Horse
WhisperersShaping Workplace Cultures
Paul CollingsSenior Prevention AdviserResearch and Prevention
Crime and Misconduct Commission
Corrupt Cultures
Examples
Parks and gardens Executive suite Facilities maintenance
Culture“the climate and practices that organisations develop
around their handling of people, or … the espoused values and credo of an organisation” [Schein 7]
“Culture is to a group what personality or character is to an individual. We can see the behaviour that results, but often we cannot see the forces underneath that cause certain types of behaviour.” [Schein 8]
Edgar H. Schein, Organizational Culture and Leadership. 3rd Edition. San Francisco, Jossey-Bass: 2004.
How are cultures formed?
“a group’s culture is the result of that group’s accumulated learning … once a group has a culture, it will pass elements of this culture on to new generations of group members.” [Schein 18]
Edgar H. Schein, Organizational Culture and Leadership. 3rd Edition. San Francisco, Jossey-Bass: 2004.
Diagnosis
ComplaintsRisk factors
IsolationWork environmentRhetoricUnderlying
assumptions
Isolation
“individuals will be more likely to share in ethical reasoning and moral intent with members of their own functional group (in-group) than with members of other functional groups (out-group).”
Neil A. Granitz and James C. Ward. “Actual and perceived sharing of ethical reasoning and moral inent among in-group and out-group members.” Journal of Business Ethics 33 (4) 299-322, October 2001. p.299
Working Environment
Physical environment Work practices Operational structures General morale
Rhetoric
Public utterances False signals Quality of output Language Tales and legends
Underlying Assumptions
Positive Negative
Old-fashioned work ethic Work-evasion ethic
We are working to a common goal
Our team has to stick together for protection
We are at the cutting edge
We are a neglected back-water
Surveys
0
5
10
15
20
25
30
35
40
45
2001 2003 2005 2007 2009
Observed fact
Graph
Reliable Report
Never believeanything
[Source: http:/phoneegraphs.con]
Response to Surveys: Managers’ trust in information sources – percentage.
What to do? Recommendation 8“That the Department of Transport
establish a corporate culture that values, and is inclusive of, all staff and operational areas.”
Western Australia’s Corruption & Crime Commission.Report on the investigation of alleged public sector misconduct by employees of the Department for Planning and Infrastructure in relation to the inspection, licensing and registration of motor vehicles. 16 September 2010
Lions and horses
Targeting key people Shedding light Creating expectations Systems Deterrence Leadership
Key People
Shedding light
Education for Direct moral instruction
Case studies, role plays, hypotheticals
Practical projects
Value clarification
Empowerment, autonomy
Empathy development
Workplace experiences
Motivation
Creating expectations
Uncertainty
Codes and policies
Modelling
SystemsPrevention tools Risk Management plans
Corporate plans
Codes of conduct
Policies and procedures
Internal reporting
Internal auditing
Recruitment
Performance management
Continuous improvement
Training
Leadership
Implementation Communication
New technologies
Learn from complaints
Avoid patchwork
Leadership Integrity
Acceptance
Visibility
Shaping CulturesSymptoms Complaints
Isolation
Work environments
Rhetoric
Underlying assumptions
Organisational approach
Strategies Key people
Shedding light
Expectations
Systems
Deterrence
Leadership
Case studyAllegation: misappropriation of private sector grant funds.
In 2008 the University received a grant for specified research purposes from the Perfectly Upright Corporation (PU Corp). It is alleged that Professor Julius Flitwick illegally (or inappropriately) used the money to:
Buy two new laptops, one for his home and the other to use at work
Employ a research assistant who “just turned up one day” and who was later overheard to mention that her mother is one of the Directors of PU Corp
Case studyBackground information:
The Professor refuses to submit costings for the research project through the usual university processes and has explained to the finance section that he does not need to because he is personally contracted to the project rather than through the university
The Professor uses University resources to carry out the research project
The website for PU Corp includes a press release that states that the Professor has a part ownership in the intellectual capital for the finished project
Discussion
Tenure and ossification
Academic vs. Administration
Research funding and ethics
