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Organisation/ Organisation/ TeamTeam

Culture SurveyCulture Survey

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Eight Summary Dimensions

1. Relating

2. Self-Awareness

3. Authenticity

4. Systems Awareness

5. Achieving

6. Controlling

7. Protecting

8. Complying

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Organisational Culture Survey Graphic

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PeopleCreative

TaskCreative

PeopleReactive

Task Reactive

Quadrants

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Relating

oBuilds quality relationships

oFosters teamworkoCollaboratesoDevelops peopleoInvolves peopleoInvolves people in decision making and planning

oDemonstrates a high level of interpersonal skill

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a r e n e s s

A u t h e n t i c i t y

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REACTIVE

CREATIVE

I d e n t i t y

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Self-Awareness

oLeadership’s orientation to ongoing professional and personal development

oDegree inner self-awareness is expressed through high integrity leadership

oExtent the culture encourages the kind of personal/professional development that results in personal mastery

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a r e n e s s

A u t h e n t i c i t y

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CREATIVE

I d e n t i t y

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Authenticity

oCapability to relate to others in an authentic, courageous, and high integrity manner

oAbility to take tough stands, bring up the “un-discussables”

oOpenly deal with relationship problems

oShare personal feelings/vulnerabilities about a situation

S

e l f - Aw

a r e n e s s

A u t h e n t i c i t y

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9 0 8 0 7 0 6 0 5 0 4 0 3 0 2 0 1 0

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REACTIVE

CREATIVE

I d e n t i t y

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Systems Awareness

oDegree to which the awareness is focused on whole system improvement and on community welfare

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a r e n e s s

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REACTIVE

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I d e n t i t y

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Achieving

oMeasures creative use of power and effective decision-making.

oExtent to which the leaders offer visionary, authentic, and high achievement leadership

oExtent to which the leaders encourage a focus on achieving end results that are purposeful and strategic

S

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a r e n e s s

A u t h e n t i c i t y

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S y s t e m s A wa r e n e s s

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Controlling

oExtent to which the leaders exert too much control

oPush themselves and others excessively hard

oPursue results at the expense of people

oUse overly aggressive tactics to get others to do what they want

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Protecting

oExtent to which the leaders act to protect themselves

oEstablish a sense of worth/security by emotionally withdrawing and remaining distant

oCan appear as aloof, cynical, superior, and/or rational

oCan be intellectually bright but overly critical or cold

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Complying

oExtent to which the leaders act in ways that are overly conservative, cautious, or polite

oExtent to which the leaders get a sense of self-worth and security by complying with the expectations of others rather than act on what they intend or want

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oThe Actual % score is calculated by comparing your Actual Avg. score to our data base of Actual (current reality) scores.

oThe Ideal % score is calculated by comparing your Ideal Avg. score to our data base of Actual (current reality) scores.

oThe Ideal to Ideal % score (not shown on this page, but shown throughout the report) is calculated by comparing your Ideal Avg. score to our data base of Ideal scores.

Scoring

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Cultural Profile

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Cultural Profile

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CultureSurveyBefore

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CultureSurveyAfter

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