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Behaviors Actions Decisions Controls team collaborative adaptive individual hierarchical systemic Relationships Communication Debate Conflict informal.

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Presentation on theme: "Behaviors Actions Decisions Controls team collaborative adaptive individual hierarchical systemic Relationships Communication Debate Conflict informal."— Presentation transcript:

1 Behaviors Actions Decisions Controls team collaborative adaptive individual hierarchical systemic Relationships Communication Debate Conflict informal surfacewelcomed formal in-depth avoided Attitudes Purpose Identity Power committedteamdiffused less buy-in individual controlled Values Learning Risk Time horizon collaborative open short-term directive protective long-term Environment Layout Décor Dress open casual casual walled formal formal BRAVE Framework From The New Leader’s 100-Day Action Plan Bradt, Check, Pedraza, (Wiley, 2011)

2 BRAVE Culture Assessment- Tool 5.2b From The New Leader’s 100-Day Action Plan, Bradt, Check, Pedraza, (Wiley, 2011 ) Behaviors ACTIONS: Observe whether people have a bias to act more on their own as individuals or as a team. DECISION MAKING: Observe whether bosses make decisions and tell subordinates what to do or tend towards more team-based collaborative co-creation and consultation. CONTROL POINTS: Observe whether the business is managed in writing systemically or more verbally and face-to-face. Other notable practices: Note any other notable practices that give you clues as to “The way things are done around here.” Relationships COMMUNICATION: The scale here goes from more formal to less formal modes and manners. INTELLECTUAL DEBATE: Look to the difference between surface-level, polite conversations and more in-depth probing, discussion, and debate. CONFLICT: Determine if people have a bias to avoid conflict because it is destructive or welcome it as a constructive way to move ideas forward. Observations RE: use of Credit and Blame, and so on Attitude BUY-IN TO PURPOSE: Dig into the level of commitment to the organization’s purpose. IDENTITY: Probe where people fall on the scale of identifying with themselves, their sub-group, their group/division or the organization as a whole— – one-team. POWER: An organization’s attitude to power is closely related to the way it makes decisions. Whether power is institutional, personal, or resource-based, figure out how tightly it is controlled or diffused. other observations: Note other hints about people’s attitudes. Values LEARNING: Determine if people are directed around what and how to learn or whether learning tends to be more collaborative and shared. RISK APPETITE: Determine if the organization cares more about protecting what it has or gaining what it doesn’t have, but could have risking more to gain more. TIME HORIZON: Determine whether the organization is more focused on shorter time- frames or longer time-frames. UNDERLYING BELIEFS: Get at the beliefs and assumptions underlying the organization’s choices. Environment OFFICE LAYOUT: Note the bias to more formal walled offices versus more casual open spaces. OFFICE DÉCOR: Note the formality of work spaces. HOW PEOPLE DRESS: Note the formality versus casualness of the way people dress. OTHER INSIGHTS: Note other clues from the environment. Readiness for change: This is the main question. Organizations with more dimensions on the right are generally more ready to change than organizations with more dimensions falling to the left of these scales.


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