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2Copyright © 2011 by Human Synergistics International. All rights reserved.
“Culture is “organizational personality” -- the underlying values, beliefs, and norms that govern the behavior of people as members of an organization.”
Eric Flamholz, Ph.D., Anderson School of Management
Culture is “the way we do things around here.” Marvin Bower, McKinsey & Company
“. . . A more fruitful approach is to regard culture as the source of a family of concepts . . . symbol[s], language, ideology, belief, ritual, and myth.”
Andrew M. Pettigrew, 1979
What is Organizational Culture?
3Copyright © 2011 by Human Synergistics International. All rights reserved.
Human Synergistics’ Definition
• As measured by the OCI®, organizational culture refers to the behavioral norms and expectations that:
• a) guide the way people interact with one
another and approach their work, and
• b) reflect shared values, beliefs, and other
organizational factors.
4Copyright © 2011 by Human Synergistics International. All rights reserved.
‘How Culture Works’ Model
Outcomes(Effectiveness)
Causal Factors(Levers for Change)
Operating Culture(OCI Norms)
The HS theoretical model explains the complex nature of culture and climate in organizations.
Research and development by Robert A. Cooke, Ph.D. Copyright © 1997, 2011 by Robert A. Cooke, Ph.D., Human Synergistics International. All Rights Reserved.
Handbook of Organizational Culture and Climate, pp. 147 – 162, Copyright © 2000 by Sage Publications, Cooke, R.A. and Szumal, J.L.
5Copyright © 2011 by Human Synergistics International. All rights reserved.
How Culture Should Work
Individual
Group
Organizational
Assumptions
Espoused Values
(Ideal Culture)
PhilosophyMission
GoalsStrategies
NormsExpectations(Current Culture)
Outcomes(Effectiveness)
Causal Factors(Levers for Change)
Operating Culture(OCI Norms)
Research and development by Robert A. Cooke, Ph.D. Copyright © 1997, 2011 by Robert A. Cooke, Ph.D., Human Synergistics International. All Rights Reserved.
Handbook of Organizational Culture and Climate, pp. 147 – 162, Copyright © 2000 by Sage Publications, Cooke, R.A. and Szumal, J.L.
6Copyright © 2011 by Human Synergistics International. All rights reserved.
How Culture Really Works
Assumptions
Espoused Values
(Ideal Culture)
PhilosophyMission
GoalsStrategies
Individual
Group
Organizational
NormsExpectations(Current Culture)
Structures
Technology
Skills/Qualities
Systems
Outcomes(Effectiveness)
Causal Factors(Levers for Change)
Operating Culture(OCI Norms)
Research and development by Robert A. Cooke, Ph.D. Copyright © 1997, 2011 by Robert A. Cooke, Ph.D., Human Synergistics International. All Rights Reserved.
Handbook of Organizational Culture and Climate, pp. 147 – 162, Copyright © 2000 by Sage Publications, Cooke, R.A. and Szumal, J.L.
7Copyright © 2011 by Human Synergistics International. All rights reserved.
The Culture Disconnect
Resources
Demands
IndividualMotivation,
Performance, Satisfaction, Stress
GroupTeamwork,
Inter-unit Coordination, Unit-level Quality
OrganizationalOrg-level Quality, Customer Service Quality, External
Adaptability
Research and development by Robert A. Cooke, Ph.D. Copyright © 1997, 2011 by Robert A. Cooke, Ph.D., Human Synergistics International. All Rights Reserved.
NormsExpectations(Current Culture)
StructuresRoles, Influence, Decision-Making
TechnologyJob Design, Complexity,
Interdependence
Skills/QualitiesLeadership,
Communication, Bases of Power
SystemsSelection. Training, Appraisal,
Reinforcement, Goal setting
Assumptions
Espoused Values
(Ideal Culture)
PhilosophyMission
GoalsStrategies
Handbook of Organizational Culture and Climate, pp. 147 – 162, Copyright © 2000 by Sage Publications, Cooke, R.A. and Szumal, J.L.
8Copyright © 2011 by Human Synergistics International. All rights reserved.
Effects of Resources and Demands on How Culture Really Works
Organizational resources and environmental demands play animportant role in explaining inconsistencies among values andphilosophies, operating cultures, and organizationaleffectiveness.
The magnitude of resources has a direct and positive impact on outcomes, whereas the magnitude of demands has a negative impact.
Organizations with vast resources and little competition are in an advantageous position to prosper relative to those with limited resources and operating in demanding environments.
Cooke, R.A. and Szumal, J.L., Handbook of Organizational Culture and Climate, pp. 152,159, Copyright © 2000 by Sage Publications.
9Copyright © 2011 by Human Synergistics International. All rights reserved.
Defensive Misattribution of Success
The direct and indirect effects of resources and demands on outcomes explain why a subset of organizations with Defensive cultures nevertheless appear to be relatively effective.
Resources and demands account for the misattributions often made when organizations with dysfunctional cultures appear to be successful.
Cooke, R.A. and Szumal, J.L., Handbook of Organizational Culture and Climate, pp. 152-159, Copyright © 2000 by Sage Publications.
10Copyright © 2011 by Human Synergistics International. All rights reserved.
Defensive Misattribution of Success
Resources
Demands
IndividualMotivation,
Performance, Satisfaction, Stress
GroupTeamwork,
Inter-unit Coordination, Unit-level Quality
OrganizationalOrg-level Quality, Customer Service Quality, External
Adaptability
NormsExpectations(Current Culture)
StructuresRoles, Influence, Decision-Making
TechnologyJob Design, Complexity,
Interdependence
Skills/QualitiesLeadership,
Communication, Bases of Power
SystemsSelection. Training, Appraisal,
Reinforcement, Goal setting
Assumptions
Espoused Values
(Ideal Culture)
PhilosophyMission
GoalsStrategies
Research and development by Robert A. Cooke, Ph.D. Copyright © 1997, 2011 by Robert A. Cooke, Ph.D., Human Synergistics International. All Rights Reserved.
Cooke, R.A. and Szumal, J.L., Handbook of Organizational Culture and Climate, pp. 152-159, Copyright © 2000 by Sage Publications.
11Copyright © 2011 by Human Synergistics International. All rights reserved.
The Culture Bypass
The culture bypass accounts for inconsistencies among values and philosophies, operating culture, and organizational effectiveness.
Certain organizations adopt strategies that revolve around special resources, proprietary technologies, or standardized products that provide a competitive advantage (e.g. cost).
The technologies, systems, and structures put in place are intended to bypass culture by directly controlling members’ behaviors.
Cooke, R.A. and Szumal, J.L., Handbook of Organizational Culture and Climate, pp. 160, Copyright © 2000 by Sage Publications.
12Copyright © 2011 by Human Synergistics International. All rights reserved.
The Culture Bypass
NormsExpectations(Current Culture)
IndividualMotivation,
Performance, Satisfaction, Stress
GroupTeamwork,
Inter-unit Coordination, Unit-level Quality
OrganizationalOrg-level Quality, Customer Service Quality, External
Adaptability
Assumptions
Espoused Values
(Ideal Culture)
PhilosophyMission
GoalsStrategies
Resources
Demands
StructuresRoles, Influence, Decision-Making
TechnologyJob Design, Complexity,
Interdependence
Skills/QualitiesLeadership,
Communication, Bases of Power
SystemsSelection. Training, Appraisal,
Reinforcement, Goal setting
Research and development by Robert A. Cooke, Ph.D. Copyright © 1997, 2011 by Robert A. Cooke, Ph.D., Human Synergistics International. All Rights Reserved.
Sage Publications Copyright © 2000. Handbook of Organizational Culture and Climate, pp. 160-161, Cooke, R.A. and Szumal, J.L.
13Copyright © 2011 by Human Synergistics International. All rights reserved.
How Effective Cultures Work
Individual
Group
Organizational
NormsExpectations(Current Culture)
Assumptions
Espoused Values
(Ideal Culture)
PhilosophyMission
GoalsStrategies
Structures
Technology
Skills/Qualities
Systems
Operating Culture(OCI Norms)
Outcomes(Effectiveness)
Causal Factors(Levers for Change)
Research and development by Robert A. Cooke, Ph.D. Copyright © 1997, 2011 by Robert A. Cooke, Ph.D., Human Synergistics International. All Rights Reserved.
Sage Publications Copyright © 2000. Handbook of Organizational Culture and Climate, Cooke, R.A. and Szumal, J.L.
14Copyright © 2011 by Human Synergistics International. All rights reserved.
Differentiating Culture from Climate
Based on perceptions Based on shared beliefs
Past or present focused Future focused
“How things are around “What’s expected (or valued)here” around here”
Example: In this Example: People in this organization, people are organization are expected orrewarded in proportion implicitly required to competeto the excellence of their rather than cooperatejob performance
Short-term implications Long-term implications
Easier to change Harder to change
Most managers focus only on this
But outcomes are more reliably predicted by this
Climate Culture
Janet L. Szumal and Robert. A. Cooke, Climate versus culture: An experiential case study, 2003 Team and Organizational Development Sourcebook, Mel Silberman and Pat Philips (Eds) (copyright © 2003 by Mel Silberman).
Said Another Way . . . .
What you see & hear. . . The Iceberg, above the Waterline
What you don’t see & hear. . . Under the Waterline
What is. . .
Allowed
Rewarded
Ignored
Condemned
Copyright © 2011 by Human Synergistics International. All rights reserved.
16Copyright © 2011 by Human Synergistics International. All rights reserved.
Where Culture and Climate Fit in the ‘How Culture Works’ Model
Culture (OCI) Culture (OCI)Climate (OEI) Climate (OEI)
Individual
Group
Organizational
Outcomes(Effectiveness)
Causal Factors(Levers for Change)
Assumptions
Espoused Values
(Ideal Culture)
PhilosophyMission
GoalsStrategies
Structures
Technology
Skills/Qualities
Systems
NormsExpectations(Current Culture)
Operating Culture(OCI Norms)
Research and development by Robert A. Cooke, Ph.D. Copyright © 1997, 2011 by Robert A. Cooke, Ph.D., Human Synergistics International. All Rights Reserved.
Cooke, R.A. and Szumal, J.L., Handbook of Organizational Culture and Climate, Copyright © 2000 by Sage Publications.
17Copyright © 2011 by Human Synergistics International. All rights reserved.
Organizational Culture Inventory®
The Organizational Culture Inventory®, or OCI®, is a reliable and valid measure of organizational culture that distinguishes effective organizations from those that are less effective.
The OCI provides a common language for discussing culture, data for understanding its impact, and a framework for implementing cultural change.
OCI results are presented on the HS Circumplex model and provide two pictures of culture—”what is expected” and “what is preferred”.
Adapted from Human Synergistics 2008 Catalog, pp 56-57, Copyright © 2008 Human Synergistics International. All Rights Reserved.
18Copyright © 2011 by Human Synergistics International. All rights reserved.
OCI® and OCI® Ideal
OCI® • Measures behavioral norms and expectations—what it takes for you and people like yourself to “fit in” and meet expectations in your organization.
• Also measures outcomes associated with culture that provide insights into the need for cultural change.
OCI® Ideal
• Measures shared values—beliefs about the behaviors that should be expected to maximize your organization’s effectiveness.
• Also measures organizational readiness for change.
19Copyright © 2011 by Human Synergistics International. All rights reserved.
Three General Types of Cultures
Constructive cultures promote effective goal setting and achievement, growth and learning, and teamwork and collaboration.
Passive/Defensive cultures lead to conformity, rigidity, and lack of team member accountability and initiative.
Aggressive/Defensive cultures lead to internal competition, management by exception, and short-term emphasis as opposed to long-term effectiveness.
Adapted from Human Synergistics 2008 Catalog, pp 55-57, Copyright © 2008 Human Synergistics International. All Rights Reserved.
20Copyright © 2011 by Human Synergistics International. All rights reserved.
Organizational Effectiveness Inventory®
The Organizational Effectiveness Inventory®, or OEI, is a reliable and valid measure of effectiveness outcomes at the individual, group, and organizational levels.
The OEI also measures the causal factors which become the levers for change and development.
Used together, the OCI and OEI provide a comprehensive picture of the organization’s culture, the factors leading to and reinforcing that culture, and the outcomes of culture.
Adapted from Human Synergistics 2008 Catalog, pp 59-61, Copyright © 2008 Human Synergistics International. All Rights Reserved.
21Copyright © 2011 by Human Synergistics International. All rights reserved.
Measuring the Model Components
NormsExpectations(Current Culture)
Assumptions
Espoused Values
(Ideal Culture)
PhilosophyMission
GoalsStrategies
Individual
Group
Organizational
Structures
Technology
Skills/Qualities
Systems
Outcomes(Effectiveness)
Causal Factors(Levers for Change)
Operating Culture(OCI Norms)
Research and development by Robert A. Cooke, Ph.D. Copyright © 1997, 2011 by Robert A. Cooke, Ph.D., Human Synergistics International. All Rights Reserved.
Handbook of Organizational Culture and Climate, pp. 147 – 162, Copyright © 2000 by Sage Publications, Cooke, R.A. and Szumal, J.L.
22Copyright © 2011 by Human Synergistics International. All rights reserved.
Measuring Espoused Valueswith the OCI® Ideal
Historical Ideal OCI (N=560)
Based on 560 members of 56 organizations
Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D. Copyright © 1973-2011 by Human Synergistics International. All Rights Reserved.
The OCI Ideal inventory creates a vision of the preferred culture. Members respond to the survey in terms of what should be expected.
Members are asked to identify the behavioral styles that would promote their own motivation and performance, maximize the contributions of diverse subgroups and help reach organizational goals.
Adapted from Human Synergistics 2008 Catalog, pp 64, Copyright © 2008 Human Synergistics International. All Rights Reserved.
23Copyright © 2011 by Human Synergistics International. All rights reserved.
Measuring Causal Factors(Levers for Change) with the OEI®
The OEI measures these causal factors that lead to and reinforce cultural norms:
• The organization’s mission and philosophy• Organizational structures• Systems• Technologies• Skills and qualities of members
When in alignment with values, thesefactors lead to an operating culture that issimilar to the Ideal. When out of alignment,they lead to a Defensive operating culturethat is “disconnected” from the Ideal.
StructuresRoles
InfluenceDecision-Making
TechnologyJob DesignComplexity
Interdependence
Skills/Qualities
Leadership Communication Bases of Power
SystemsSelection Training Appraisal
Reinforcement Goal setting
Adapted from Human Synergistics 2008 Catalog, pp 64, Copyright © 2008 Human Synergistics International. All Rights Reserved.
24Copyright © 2011 by Human Synergistics International. All rights reserved.
Measuring the Operating Culturewith the OCI® Current
Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D. Copyright © 1973-2011 by Human Synergistics International. All Rights Reserved.
• The OCI Current provides a picture of the operating culture in terms of “how things are done around here” and “what’s expected” of members.
• Behavioral norms and expectations have a direct bearing on the functioning of organizations and are causally related to outcomes.
• OCI results promote change by revealing the Defensive and counterproductive behaviors the organization is inadvertently reinforcing, as well as the negative impact of these behaviors on individual and organizational performance.
Adapted from Human Synergistics 2008 Catalog, pp 64, Copyright © 2008 Human Synergistics International. All Rights Reserved.
25Copyright © 2011 by Human Synergistics International. All rights reserved.
Measuring Outcomes(Effectiveness) with the OEI®
Operating culture determines outcomes at the individual, group, and organizational levels.
Strong norms for Constructive behaviors lead to desirable outcomes, such as individual motivation, performance, job satisfaction, teamwork, quality of work relations, and quality of customer service.
Strong expectations for Defensive behaviors, especially Passive behaviors, lead to less desirable outcomes.
IndividualMotivation
PerformanceSatisfaction
Stress
GroupTeamwork
Inter-unit Coordination Unit-level Quality
OrganizationalOrg-level Quality
Customer Service Quality External Adaptability
Adapted from Organizational Effectiveness Inventory™ Copyright © 1997, 1995 Human Synergistics/Center for Applied Research, Inc. All Rights Reserved.