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1 Introducing Cultural Transformation Leadership Commitment to Develop Cultural Capital Leadership Team Development Leadership Coaching Individual Assessment.

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Presentation on theme: "1 Introducing Cultural Transformation Leadership Commitment to Develop Cultural Capital Leadership Team Development Leadership Coaching Individual Assessment."— Presentation transcript:

1 1 Introducing Cultural Transformation Leadership Commitment to Develop Cultural Capital Leadership Team Development Leadership Coaching Individual Assessment Individual Assessment Team Assessment Team Assessment Corporate Culture Assessment Corporate Culture Assessment Vision, Mission and Values Leadership Values Assessment Leadership Values Assessment

2 Derivation of Consciousness Model Maslows Hierarchy of Needs Self Actualization Self-Esteem Belonging Survival Service Making a Difference Internal Cohesion Spiritual Needs Transformation

3 Derivation Personal Consciousness Model Expansion of Maslows model to give more definition to spiritual motivations. Substitute states of consciousness for hierarchy of needs. Each state of consciousness focuses on specific beliefs, values and behaviors associated with the particular life theme.

4 Cultural Transformation Tools Key Attributes: Makes it possible to translate qualitative data into quantitative data Provides a base-line measurement instrument for monitoring changes in the organizational culture Provides a method for measuring cultural capital

5 Seven Levels of Consciousness Spiritual Mental Emotional Physical Transformation Service Making a Difference Internal Cohesion Self-Esteem Relationship Survival Human Needs Human Motivations

6 Full-Spectrum Consciousness Service Making a Difference Internal Cohesion Survival Relationship Self-Esteem Transformation Long-term Viability Collaboration Shared Vision Continuous Improvement Best Practices Customer Satisfaction Financial Stability Maslow Business Language

7 What does this mean? Looking at an aligned organization: Red = matches – personal (p), current cultural (cc) desired culture (dc) – What do you notice? – What is relevant? – What do you think is important? Why? – What would be your next step?

8 Mis-aligned Red empty circles = possible liabilities Blue = matches pv + dc (##) = number of people responding to this value Meaning? – What is apparent? – What is relevant? – What is important – Where would you start? – What would you do?

9 Whats the Cost? How would you calculate the cost of mis- alignment? How would you approach the client system with this information? How would this information impact your over- all design?

10 10 Aligned Organization – Sterling Bank (979) PL = 10-0 IROS (P) = IROS (L) = Matches Current Culture Values 1. customer service (504) 2. teamwork (487) 3. customer satisfaction (476) 4. community involvement (399) 5. vision (373) 6. organizational growth (296) 7. being the best (285) 8. integrity (275) 9. commitment (261) 10. friendliness (252) PL = 10-0 IROS (P) = IROS (L) = Matches Desired Culture Values 1. teamwork (513) 2. customer satisfaction (491) 3. customer service (489) 4. employee fulfillment (477) 5. community involvement (430) 6. integrity (337) 7. commitment (301) 8. vision (295) 9. being the best (288) 10. accessibility (274) PL = 10-0 IRS (P) = IRS (L) = Matches Personal Values 1. honesty (532) 2. commitment (498) 3. family/ friendship (479) 4. reliability (387) 5. integrity (321) 6. friendliness (294) 7. responsibility (283) 8. humor/fun (276) 9. courtesy (263) 10. trust (255) LEGEND Underline = PV & CC matchP = Positive I = Individual Red = PV, CC & DC match L = Potentially LimitingR = Relationship Red = CC & DC match (hollow dots)O = Organizational Blue = PV & DC match S = Societal

11 11 PL = 3-9 IROS (P) = IROS (L) = Match Current Culture Values 1. complaining (L)(301) 2. bureaucracy (L) (286) 3. dissatisfaction (L) (264) 4. disclaim responsibility (L) (241) 5. humor (219) 6. caution (L) (203) 7. conflict (L) (187) 8. resistance (L) (182) 9. shallowness (L) (167) 10. expulsive (L) (142) 11. individualism (142) 12. tradition (142) Misaligned Organization – Kennex (432) PL = 10-0 IROS (P) = IROS (L) = Matches Desired Culture Values 1. honesty (301) 2. open communication (283) 3. accountability (266) 4. flexibility (263) 5. including (254) 6. competence (247) 7. shared values (230) 8. humor (224) 9. dialogue (173) 10. openness (158) PL = 12-0 IRS (P) = IRS (L) = Match Personal Values 1. honesty (312) 2. humor (279) 3. accountability (242) 4. flexibility (235) 5. politeness (212) 6. openness (196) 7. responsibility (193) 8. listening (188) 9. loyalty (179) 10. cooperation (169) 11. ethics (169) 12. fairness (169) LEGEND Underline = PV & CC matchP = Positive I = Individual Red = PV, CC & DC match L = Potentially LimitingR = Relationship Red = CC & DC match (hollow dots)O = Organizational Blue = PV & DC match S = Societal

12 12

13 13 Cost of Limiting Values Short-term Focus £3,480,818 Confusion £3,178,636 Bureaucracy (unnecessary) £1,799,618 Empire Building £1,764,682 Information Hoarding £1,634,045 Sickness and leavers £ 834,225 Hierarchical £ 624,327 Long Hours £ 187,909 Total Entropy (potential business value) £13,504,261 Based on staffs perception of lost productivity & opportunity. Annual income £33,000,000 & loss of -£500,000 in Investment Leadership – Jim Wares book contains data showing the comparison between healthy and unhealthy cultures and bottom line performance

14 14 Record annual profits for 13 years 680% growth since going public in 1993 Annual return of 32% for the last 5 years From 1 to 33 locations – staff – all staff share in profits Normal profit sharing – 9.5% of base salary Salaries are 18.5% above industry norm CEOs salary is no more than 16 times lowest salary Sterling Results

15 Improvements: What happens when use tool over period of years? What can be tracked? What can be evaluated? What is the value?

16 16 PL = 9-1 IROS (P) = IROS (L) = Matches Current Culture Values 1. patient satisfaction (609) 2. cost effectiveness (551) 3. continuous improvement (532) 4. being the best (495) 5. accountability (487) 6. commitment (487) 7. bureaucracy (411) (L) 8. continuous learning (366) 9. achievement (355) 10. teamwork (349) The Methodist Hospital Group (1695) PL = 10-0 IROS (P) = IROS (L) = Matches Desired Culture Values 1. accountability (981) 2. commitment (774) 3. continuous improvement (644) 4. compassion (526) 5. teamwork (478) 6. competence (462) 7. employee recognition (447) 8. employee fulfillment (430) 9. ethics (423) 10. continuous learning (414) PL = 10-0 IRS (P) = IRS (L) = Matches Personal Values 1. caring (916) 2. accountability (856) 3. dependability (839) 4. honesty (684) 5. commitment (634) 6. compassion (592) 7. family (487) 8. competence (484) 9. responsibility (441) 10. continuous learning (440) LEGEND Underline = PV & CC matchP = Positive I = Individual Bold & italics = CC & DC match L = Potentially LimitingR = Relationship Bold = PV & DC match (hollow dots)O = Organizational Bold, italics & underline = PV, CC & DC match S = Societal

17 17 The Methodist Hospital Group (6814) LEGEND Underline = PV & CC matchP = Positive I = Individual Red = PV, CC & DC match L = Potentially LimitingR = Relationship Red = CC & DC match (hollow dots)O = Organizational Blue = PV & DC match S = Societal 1. accountability (2815) 2. patient satisfaction (2608) 3. being the best (2231) 4. continuous improvement (2067) 5. commitment (2028) 6. cost effectiveness (1874) 7. compassion (1724) 8. teamwork (1676) 9. achievement (1490) 10. continuous learning (1467) PL = 10-0 IROS (P) = IROS (L) = Matches 1. accountability (4030) 2. commitment (2674) 3. continuous improvement (2387) 4. compassion (2353) 5. teamwork (2132) 6. patient satisfaction (2028) 7. being the best (1955) 8. respect (1733) 9. integrity (1693) 10. open communication (1677) PL = 10-0 IRS (P) = IRS (L) = Matches 1. accountability (4118) 2. caring (3693) 3. dependability (3325) 4. compassion (2747) 5. honesty (2706) 6. respect (2403) 7. commitment (2286) 8. responsibility (1861) 9. integrity (1828) 10. patience (1708) PL = 10-0 IROS (P) = IROS (L) = Matches Personal ValuesCurrent Culture ValuesDesired Culture Values

18 18 The Methodist Hospital Group (7502) LEGEND Underline = PV & CC matchP = Positive I = Individual Red = PV, CC & DC match L = Potentially LimitingR = Relationship Red = CC & DC match (hollow dots)O = Organizational Blue = PV & DC match S = Societal 1. accountability (3352) 2. patient satisfaction (2956) 3. being the best (2376) 4. commitment (2270) 5. compassion (2087) 6. continuous improvement (2066) 7. integrity (1921) 8. teamwork (1878) 9. cost effectiveness (1816) 10. respect (1662) PL = 10-0 IROS (P) = IROS (L) = Matches 1. accountability (4495) 2. commitment (2921) 3. compassion (2640) 4. continuous improvement (2395) 5. teamwork (2320) 6. integrity (2233) 7. patient satisfaction (2208) 8. respect (2159) 9. being the best (1970) 10. open communication (1823) PL = 10-0 IRS (P) = IRS (L) = Matches 1. accountability (4889) 2. caring (3943) 3. dependability (3488) 4. compassion (3232) 5. honesty (2964) 6. respect (2810) 7. commitment (2494) 8. integrity (2310) 9. responsibility (2181) 10. patience (1832) PL = 10-0 IROS (P) = IROS (L) = Matches Personal ValuesCurrent Culture ValuesDesired Culture Values

19 Graphic Representations Different ways of sharing information

20 General Hospital (509) Cultural Transformation Tools Values Assessment LEGEND Underline = PV & CC matchP = Positive I = Individual Red = PV, CC & DC match L = Potentially LimitingR = Relationship Red = CC & DC match (hollow dots)O = Organizational Blue = PV & DC match S = Societal 1. bureaucracy (199) ( L ) 2. avoidance (174) ( L ) 3. hierarchy (170) ( L ) 4. cost-consciousness (145) 5. patient focus (141) 6. control (138) ( L ) 7. manipulation (135) ( L ) 8. continuous learning (122) 9. long hours (121) ( L ) 10. community engagement (120) PL = 10-0 IROS (P) = IROS (L) = Matches 1. accountability (338) 2. patient focus (188) 3. employee satisfaction (185) 4. open communication (167) 5. caring (166) 6. respect (163) 7. continuous improvement (159) 8. teamwork (151) 9. balance (physical/emotional/ mental/spiritual) (121) 10. employee involvement (117) PL = 10-0 IRS (P) = IRS (L) = Matches 1. accountability (274) 2. caring (259) 3. honesty (221) 4. reliability (202) 5. compassion (200) 6. family (192) 7. respect (172) 8. commitment (161) 9. humour/fun (157) 10. co-operation (139) PL = 4-6 IROS (P) = IROS (L) = Match Personal ValuesCurrent Culture ValuesDesired Culture Values

21 General Hospital (509) Personal Values Current Culture ValuesDesired Culture Values CTS = CTS = CTS = Cultural Transformation Tools C T S Values Distribution Entropy = 3%Entropy = 36%Entropy = 2% C = Common Good T = Transformation S = Self-interest Positive Values Potentially Limiting

22 General Hospital (509) Cultural Transformation Tools Positive Values

23 General Hospital (509) Cultural Transformation Tools CTS Chart C ommon Good T ransformation S elf-Interest CULTURAL ENTROPY Personal ValuesCurrent CultureDesired Culture

24 General Hospital (509) Cultural Transformation Tools Balanced Needs Scorecard BALANCED NEEDS SCORECARD Society/ Community Contribution Corporate Finance Corporate Fitness Corporate Evolution Current Culture Values Society/ Community Contribution Corporate Finance Client Relations Corporate Culture Desired Culture Values


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