Transcript WELCOME [www.chairacademy.com]

WELCOME
Organizational Culture
SESSION OVERVIEW
 Get Set! (Penn State)
 Overview of cultural intelligence
 Explore the many dimensions
of culture
 Why culture matters
 Organizational culture
 Identify your culture
 Moving culture forward —
achieving cultural alignment
 Case study
 Summary and reflection
GET SET!
What Happened at Penn State?
 Founded in 1855
 24 campuses
 17,000 staff and faculty
 100,000 students
 World campus — 10,000 online
 2011 rocked by scandal
 2015 Best College designation
http://www.nbcnews.com/video/nightly-news/45175925#45175925
http://abcnews.go.com/GMA/video/penn-state-scandal-joe-paterno-speaks-15370022
CULTURAL INTELLIGENCE COMPONENTS
The Differences Difference Makes
Cultural Intelligence
makes it possible to see
and honor difference.
Moreover, it understands
the details of differences
and then seeks to build
bridges of understanding
to connect and
communicate.
WHAT IS CULTURE?
 Culture refers to the cumulative deposit
of knowledge, experience, beliefs,
values, attitudes, meanings,
hierarchies, religion, notions of time,
roles, spatial relations, concepts of the
universe, and material objects and
possessions acquired by a group of
people in the course of generations
through individual and group striving.
 A culture is a way of life of a group of
people - the behaviors, beliefs, values,
and symbols that they accept, generally
without thinking about them, and that
are passed along by communication
and imitation from one generation to the
next.
EVIDENCE OF CULTURE
Community Culture
Organizational Culture
WHY CULTURE MATTERS
ORGANIZATIONAL CULTURE
Kim Cameron and Robert Quinn
WHERE YOU STAND . . .
. . . DEPENDS ON WHERE YOU SIT!
CULTURE IS VARIED AND PERVASIVE
• Macro cultures are large cultures that
span beyond organizations.
• Organizational culture is shared, basic
assumptions that make two
organizations in the same industry
different from one another.
• Subcultures are defined by the basic
assumptions within different
departments.
• Micro cultures represent what is true for
small groups within departments.
Edgar Schein—
Organizational Culture and Leadership
THE SIX CULTURES OF THE ACADEMY
Culture
Key Attributes - Finds meaning primarily:
Collegial
In the academic disciplines represented by faculty in the
institution.
Managerial
In the organizations, implementation and evaluation of work that
is directed towards specific goals/purposes.
Developmental
In the creation of programs and activities that further personal
and professional growth of all members of the community.
Advocacy
By establishing equitable and egalitarian policies and
procedures for the distribution of resources and benefits.
Virtual
By responding to the knowledge generation and dissemination
capacity in a post-modern world.
Tangible
In its roots, its community, and its spiritual grounding.
SURVEY YOUR CULTURE
Questions
Most people. . .
1-12
Think that this institution exists to/as . . .
13-18
Most people in this institution believe that . . .
19-24
Most people in this institution believe that . . .
25-30
Most people in this institution believe that . . .
31-36
Most people in this institution value . . .
37-42
Most people in this institution tend to trust in .
..
43-48
Most people in this institution value . . .
49-54
Most people in this institution find meaning in
...
55-60
Most people in this institution are particularly
interested in . . .
61-66
Most people in this institution do not want . . .
67-72
People in this institution most fear . . .
Your Answer
CLAIM YOUR CULTURAL IDENTITY
 Take
15 and Review
 Your Cultural Identity
 Impact on Your Organization
BRIDGING THE GAP
ALIGNMENT
BACK TO PENN STATE

Colonial Heritage (Macro)
Founded to serve the needs of science
and agriculture
 Expands to fulfill its charter as a more
comprehensive, research-oriented
university


Storied Football Past
Hero worship
 Jack Paterno
 Blinded by success


Ownership Issues
What is the true identity?
 What happens when the hero is gone?


Redefining Penn State
Remember roots
 Connect to central purpose
 Align macro and micro cultures

Cultural Identity
Colonial Heritage
Academic Excellence
Storied Football Past
Managerial Culture
BUILDING ALIGNMENT
I DON’T WANT TO BE ONE THING . .
Divergent - Behavioral Cultures
Hunger Games - Work Cultures
INFLUENCING ALIGNMENT
“Influence is effective when it is collaboratively achieved and
without recourse to direct manipulation or authority."
“Sometimes, if you want to change a man's mind, you have to
change the mind of the man next to him first.”
― Megan Whalen Turner, The King of Attolia
RICHARDSON COLLEGE CULTURE
Cultural Identity
Foundation: Control
Managerial - Hierarchical
Growing: Competence
Advocacy - Virtual
Desired: Collaboration
Developmental - Market Collegial
ASSIGNMENT
Take 75 Minutes
 Form into teams
 Review materials
 Designate roles
 Facilitator
 Time Keeper
 Reporter/Recorder
 Outline review process
 Record key
observations
 Prepare summary report
 Report recommendation
REPORT ON RESULTS



What are the important issues at stake?
How would you influence the micro culture of the culinary
program in a positive way?
What do you need to support your efforts and facilitate your
success?
SUMMARY
•
•
•
•
•
•
Culture is varied and pervasive.
Culture matters.
Culture is observable.
Culture is assessable.
Culture is adaptable.
Culture evolves.
• Culture may be found at all levels.
• Subordinate levels may influence the
surrounding environment.
• YOU can make a difference by aligning
cultural values, attitudes, and behaviors.
• Be attentive, be persistent, be persuasive!
QUESTIONS OR COMMENTS
Questions
Comments
REFLECTION