People talk about organisations culture as if organistions have one. But they dont. If culture is everything you say, and everything you do, plus how and why [as opposed to a strap-line of intent] then obviously changing content, context, participation and location will effect culture.
This is not a surprise to anyone who knows the working environment in one department, office or town is different from another even within the same organisation. Moreover the same people at work may be different at five-a-side football or beach BBQ.
Even leadership is contextual. Some people make better war time than peace time leaders. Others are great innovators and start-up entrepreneurs and others beter for scaling and building or turn-around.
So we have a turbulent mix of any factors without yet even considered product, price, purpose, profits or suppliers, competition, customers, markets or regulators.
It seems to me that we need to understand complex adaptive systems and their non-linear catalytic responses to interventions. A nudge on one area may have more effect than a shove in another. Hearts and Minds may be important for some Pay and Conditions for others. Assuming that a great Product or Purpose is enough, or Policy and Processes, or even Opportunity and Leadership may be true at some times and in some cases, but these may also be investments with low ROI.
Spiral Dynamics is a theory of human development and cultural evolution that was originally developed by Dr. Clare W. Graves and later expanded by Don Beck and Christopher Cowan. The theory uses different colors to represent various stages or "memes" of psychological and cultural development.
Beige (SurvivalSense): Basic survival and fulfillment of physiological needs. Cultural Response: Minimal social structure, largely tribal and family-based systems that focus on immediate survival needs.
Purple (KinSpirits): Magical, animistic belief systems centered around tribe and ritual. Cultural Response: Tribal societies with strong emphasis on tradition, ritual, and superstition to ensure group safety and well-being.
Red (PowerGods): Egocentric and domineering, seeking immediate gratification and power. Cultural Response: Hierarchical and authoritarian systems such as feudal societies, where might makes right.
Blue (TruthForce): Rule-based, order-seeking, driven by a sense of right and wrong, often religious. Cultural Response: Structured societies with laws, codes of ethics, and often a central religious framework; think Medieval Europe or conservative religious communities.
Orange (StriveDrive): Achievement-oriented, seeking success, innovation, and material wealth. Cultural Response: Capitalistic societies, industrial revolutions, and the entrepreneurial spirit that values competition and innovation.
Green (HumanBond): Communal, seeking peace, social justice, and community. Cultural Response: Social democracies, civil rights movements, and community-based solutions focused on equality and fairness.
Yellow (FlexFlow): Systemic thinkers, integrate multiple perspectives, values functionality. Cultural Response: Increasingly networked societies that value both individuality and collective well-being, often driven by technology and global awareness.
Turquoise (GlobalView): Holistic, sees the interconnectedness of all life, focused on the well-being of Earth.Cultural Response: Emerging global or cosmic culture that integrates spirituality, science, and humanitarianism for the benefit of all life forms.
Coral and Beyond: Less well-defined, but generally considered to be stages of even more complex and nuanced understanding.Cultural Response: Hypothetical future societies that transcend current limitations and embody a higher level of global or even cosmic consciousness.
Take a hypothetical example.
A government may be RED with command and control politicians looking to exert policy and process over failing institutions. This is partly to demonstrate leadership and placate the public and media as much as it is an demonstration of their heroic value to everyone who might call upon their local politician.
A public service institution or quango may also be entrepreneurial ORANGE in an effort to find new revenue streams separate from the public purse. As subject matter experts they may resent or resist the political intervention albeit at the risk of the leadership being replaced with people more compliant and compatible.
That same institution may also be BLUE in their pursuit of reliable and dependable systems and services, processes and procedures, particularly for those that are regulated or indeed regulators.
Change Managementin this context requires different styles and inventions particularly where one may expect the BLUE to be more ORANGE or vice versa or indeed the RED to be seen the grown-up adult or problem parent. The first step must be a better undestanding of the starting point, rather than a distant focus on a destination that is unlikely to be shared if each is operating from a different paradigm.
Adapt Consulting Company
https://www.linkedin.com/company/adapt-consulting-company
We deliver projects and change, and improve the confidence, capacity, drive and desire of the people we work with. We understand data, technology and process and support people to drive performance and progress for purpose, profit and planet.
#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands
Tim@AdaptConsultingCompany.com
Mob 447797762051
https://www.linkedin.com/in/timhjrogers/
No comments:
Post a Comment