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Denison Culture Survey Results Debrief and Action Planning Prepared by: Insert Your Name Here Insert Unit Name and/or Logo here.

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Presentation on theme: "Denison Culture Survey Results Debrief and Action Planning Prepared by: Insert Your Name Here Insert Unit Name and/or Logo here."— Presentation transcript:

1 Denison Culture Survey Results Debrief and Action Planning Prepared by: Insert Your Name Here Insert Unit Name and/or Logo here

2 Debrief and Action Planning Agenda  Welcome (5 minutes)  Purpose/Objectives  Overview of the Denison Model (30 minutes)  Case Study: The 100 Year Old Manufacturing Company (10 minutes)  Your Results  Group reactions and insights (60 minutes)  Discussion of implications (10 minutes)  Developing areas of priority (45-60 minutes)  Creating action plans (45-60 minutes)  Group reports (10 per report minutes)  Next steps (agreement on follow-up) (15 minutes)

3 Welcome Data Analysis & Action Planning

4 Step I Assessment (collecting survey data) Goal: To fully explore the current culture. To surface overall strengths and weaknesses and identify possible sub- cultures/areas of opportunity Step II Creating Understanding Goal: To create a common understanding of the data and the associated beliefs & assumptions driving the current cultural strengths and weaknesses Step III Choosing to Shift the Culture? Goal: To establish true alignment around the need for culture change AND to focus efforts on areas of maximum impact Step IV Action Planning Goal: To generate ideas for moving the culture forward; prioritizing and developing specific action plans Step V Implementation & Evaluation Goal: To execute against the action plans and measure progress – with a constant link back to organizational or group performance WhatSo WhatNow What You are Here Key Steps in the Culture Development Process

5 Objectives  Discuss your Denison Culture Survey Results  Create a common understanding of the results  Reach agreement on the need to change  Establish areas of priority  Develop your action plans

6 The Parallel Paths Approach to Driving Culture Change Division-Wide Actions Unit Actions Team Actions Leader/Manager Actions

7 Overview of the Denison Model

8 Adaptability Pattern..Trends..Market Translating the demands of the educational environment into action “Are we listening to the students/clients?” Mission Direction..Purpose..Blueprint Defining a meaningful long-term direction for the Unit “Do we know where we are going?” Involvement Commitment... Ownership … Responsibility Building human capability, ownership, and responsibility “Are our people aligned and engaged?“ Consistency Systems… Structures… Processes Defining the values and systems that are the basis of a strong culture “Does our system create leverage?” What Counts…

9 High Performing organizations have a Mission that tells employees WHY they are doing the work they do, and how the work they do each day contributes to the WHY. Vision is the ultimate reason you are in education – your purpose - what you are ultimately trying to achieve. Strategic Direction typically refers to the multi- year strategies – high priorities established to ‘operationalize’ the vision. Goals and Objectives are the short-term, specific goals established that help every employee see how his/her daily activities connect to the vision & the strategy. MISSION

10 All high-performing organizations have aspects of their culture that provide Consistency and stability. Specifically, they have a clear set of Core Values that help employees and leaders make consistent decisions and behave in a consistent manner. By engaging in dialogue and getting multiple perspectives on the table they are able to reach Agreement when difficult issues and problems arise. Employees understand how the work that they do impacts others – and how other’s work impacts them. They do not just ‘throw things over the fence’. They make sure that work is Coordinated and Integrated to serve the organization as a whole. CONSISTENCY

11 High performing organizations encourage and support employee Involvement. They clarify those areas where employees can make decisions, have input, or those areas that are beyond an employee’s scope of responsibility. This promotes ‘informed’ Empowerment. Teamwork is encouraged so that creative ideas are captured and employees support one another in accomplishing the work that needs to get done. Capability Development is practiced in a variety of ways, including training, coaching, and giving employees exposure to new roles and responsibilities. INVOLVEMENT

12 ADAPTABILITY High performing organizations are Adaptive – they look for new and improved ways to do their work. They welcome new ideas and are willing to try new approaches to doing things. They see Creating Change as an important part of the way they do business. Customer Focus is critical. Employees recognize the need to serve their customers/students – both internal & external. They continually look for new and improved ways to meet and exceed customer/student expectations. ‘Thoughtful’ risk taking is encouraged. Organizational Learning means we gain knowledge from successes and failures. Our first reaction to reasonable mistakes is not ‘Who is to blame?’, but rather ‘What can we learn?’

13 Culture Example: 100-Year-Old Manufacturing Company

14 Culture Example: 100-Year-Old Manufacturing Company

15 This is one of the four key traits that impact business performance. This is one of the three indices that measure behaviors for this trait. Each of the twelve indices consists of five survey items. This is a percentile score. A percentile is your organization’s score as a percentage benchmarked against the average of other organizations. (This average is called a norm.) This organization, for example, scored better than 68 percent of all of the companies in the database in the area of Goals and Objectives. The profile is colored to show the quartile in which the percentile falls. This score, for example, falls in the third quartile.

16 Case Study: 100 Year Old Manufacturing Company What patterns do you see in this organization? What are their strengths? What are their weaknesses? What might be the implications for their business? What would it be like to be an employee in this organization? A leader?

17 Case Study: 100 Year Old Manufacturing Company First in industry, but declining Trying to hold on to the past 1st time in 20 years failed to meet targets Targeted by new competitors President ‘operationally’ focused “We’re a team going down together”

18 Insert Your Results Here

19 Moving the Group Forward From What… to So What… to Now What

20 Small Group Discussion: Report Analysis & Action Planning  What are your first impressions of the data?  Better than expected? Worse? Other impressions?  What do the reports suggest in regards to strengths and weaknesses?  Is one half of the model stronger than the other? Is the circumplex in balance or out of balance?  What are the strongest Traits (quadrants)? Weakest?  What are the strongest Indices? Weakest?  Do the highest and lowest items offer any additional insights?

21 Large Group Discussion: Report Analysis & Action Planning  What key themes seem to be emerging?  What might be some of the underlying Beliefs & Assumptions that may have led to our current results?

22 Large Group Discussion: Unit Goals  Setting the data aside for a moment, what are our key objectives over the next months?  Do we have agreement that making progress with respect to our culture will better position us to reach our key objectives?

23 From What… to So What… to Now What

24 Now What: Culture Prioritization  Goal: Translate your Culture Results into Action “Organizations react to where they place their attention.”

25 Focusing Attention  Identify two Denison Indices that you believe will best help us achieve our goals over the next months:  Which indices are critical to achieving our goals and objectives AND are currently strengths of our group? (Areas to ‘keep doing what we’re doing’)  Which indices are critical to achieving our goals and objectives AND are weaker based on the survey findings? (Areas that require our attention and action planning)  Use the worksheets on the next two pages to help you think through this process.

26 Prioritization Notes What are our most critical objectives over the next 12 months? Which indices are critical to achieving our goals and objectives AND are currently strengths of our function? (Areas to ‘keep doing what we’re doing’) Which indices are critical to achieving our goals and objectives AND are weaker based on the survey findings? (Areas that require our attention and action planning – these typically become the highest priority areas)

27 Denison Cultural Index Place a check mark (√) in the space provided below for the TWO culture indices that you believe should be prioritized areas of focus over the next 12 months Vision Strategic Direction & Intent Goals & Objectives Coordination & Integration Agreement Core Values Capability Development Team Orientation Empowerment Creating Change Customer Focus Organizational Learning NOTE: Lower priority does not = low importance. All areas are important for performance. The checked indices reflect those areas that you believe need the most attention because they are critical to our ability to achieve our current objectives AND may be areas of relative weakness. Cultural Index Prioritization (Individual or Small Group Exercise)

28 Denison Cultural Index Potential Areas of Focus Vision Strategic Direction & Intent Goals & Objectives Coordination & Integration Agreement Core Values Capability Development Team Orientation Empowerment Creating Change Customer Focus Organizational Learning Facilitator: create a chart like the one above on a flip chart and capture the groups areas of priority by placing checks in the appropriate boxes based on the priorities of the participants Cultural Index Prioritization (Individual or Small Group Exercise)

29 Action Planning Create an Action Plan for 2-3 Areas of Focus

30 Progress in One Area Often Brings Progress in Others It is helpful to note that focusing on 2 or 3 areas of the culture model does not mean that you will not see progress in the other areas. Experience has shown that as you raise your capabilities in one area – it often has a positive impact on other areas of the model as well!

31 1)Have a FACILITATOR and a TIME KEEPER. 2)Spend time Clarifying the focus area so that everyone understands the nature of the issue being addressed. 3)Discuss what it would look like if you were making noticeable progress in this area. 4) Brainstorm as many options for how to move forward in the targeted area. (Focus on Quantity NOT Quality) 5) Select the (2-3) ideas/options that you believe will have the most impact Criteria might include: We can generate some short-wins to gain momentum We have the resources to do it We have the authority to do it It will have an impact on one or more of our Key Objectives 6)Decide how you will move forward: Who needs to be involved? Who will lead the effort? What specific actions are needed? When does this need to be done? What potential roadblocks might we encounter? How will we address/overcome those road blocks (if encountered)? Who else do we need to ‘keep in the loop’ as we proceed? How will we monitor our progress? Action Planning Guide


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