1. Organizational Culture and Politics GAGMIS 2014 Spring Conference Cinco de Mayo, 2014

2. Overview of Day Adaptive Leadership in Practice Organizational Culture Public Problems, Values & Choices Nature of Public Sector Work Public and Private Goods

3. Adaptive Leadership Kind of ChallengeProblem DefinitionSolutionLocus of Work TechnicalClear Authority Technical & Adaptive ClearRequires LearningAuthority & Stakeholders AdaptiveRequires Learning Stakeholders

4. Adaptive Leadership Get it done! Observe Analyze Intervene

5. What are Generations? A generation is a group of people who are programmed at the same time in history; During their first, most formative years, they are coded with data about what is right and wrong, good and bad, stylish and unstylish; A generation shares a common set of formative events and trends—headlines and heroes, music and mood, parenting style, and education system. 5 5 October 2011 Source: AARP – Leading a Multi-Generational Workforce, 2007

6. What are Generations? As they grow older, they learn and grow and adjust their behaviors and build their skills. But they generally do not radically change the way they view the world. Because each of the generations came of age in a distinct and unique era, each has its own perspective on such critical business issues as leadership, communication, problem solving, and decision making. 6 6 October 2011 Source: AARP – Leading a Multi-Generational Workforce, 2007

7. What are Generations? Just a few years ago, generations were separated at work by rank and status. (e.g. in hierarchical organizations, the oldest employees filled executive positions, the middle-aged held mid-management jobs, and the youngest worked on the front lines). People weren’t likely to rub elbows on a daily basis with those in other age groups. – Today, members of older generations report to and present ideas to younger generations. 7 7 October 2011 Source: AARP – Leading a Multi-Generational Workforce, 2007

8. What are Generations? Four distinct generations work side by side to solve problems, make decisions, design products, manage projects, and serve customers. Overall, a person’s perception of their generational identify is important. 8 8 October 2011 Source: AARP – Leading a Multi-Generational Workforce, 2007

9. Multi-Generational Diversity October 2011 9 GenerationBirth YearsCurrent AgesEst. Workforce Participation in 2011* Veterans Traditionalists WWII Generation Silent Generation 1922-194566-895% (7M) Baby Boomers “Boomers” 1946-196447-6538% (60M) Generation X Baby Busters 1965-198031-4632% (51M) Generation Y Millennials 1981-200011-3025% (40M) *Source: AARP – Leading a Multi-Generational Workforce, 2007

10. Multi-Generational Diversity According to research from the University of Michigan, by the year 2012, there will be even greater parity in the workplace: – 10% Veterans – 30% Baby Boomers – 30% Generation X – 30% Generation Y October 2011 10 Source: http://www.bus.umich.edu/Positive/CPOS/Teaching/Glance-Culture%20of%20Inclusion-FINAL-091010.pdf

11. Overview of Generations - Veterans Also known as - Traditionalists, Builders, Matures, Industrialists, Depression Babies, Radio Babies, GI Joe Generation, WWI, Silent, and Greatest Generation 7 million (5%) still working Built the infrastructure of modern American business Values and work ethic will continue to influence business for decades 11 October 2011 Source: AARP – Leading a Multi-Generational Workforce, 2007

12. Overview of Generations – Baby Boomers Also known as Boomers, Vietnam Generation, and Me Generation 60 million (38%) currently working Largest cohort in the workplace Continue to hold most of the power and control Trained as visionaries, will continue to wield extraordinary influence on the workplace for at least another two decades 12 October 2011 Source: AARP – Leading a Multi-Generational Workforce, 2007

13. Overview of Generations – Generation X Also known as – Gen-X, Baby Busters, Twenty- somethings, Thirteenth Generation (since the American Revolution), and Post-Boomers 51 million (31%) currently working Poised to move into — or at least to share —leadership and authority 13 October 2011 Source: AARP – Leading a Multi-Generational Workforce, 2007

14. Overview of Generations – Generation Y Also known as – Millennials, Internet Generation, Echo Boomers, Boomlet, Nexters, Nintendo Generation, Sunshine Generation, and Digital Generation 40 million (25%) currently working “People born in the last two decades have begun to change corporate office culture and small businesses in much the same way they’ve influenced pop culture.”—Tom McGhee, Denver Post 14 October 2011 Source: AARP – Leading a Multi-Generational Workforce, 2007

15. Personal and Lifestyle Characteristics by Generation Veterans (1922-1945) Baby Boomers (1946-1964) Generation X (1965-1980) Generation Y (1981-2000) Core Values Respect for authority Conformers Discipline Optimism Involvement Skepticism Fun Informality Realism Confidence Extreme fun Social Family Traditional Nuclear DisintegratingLatch-key kidsMerged families Education A dreamA birthrightA way to get thereAn incredible expense Communication media Rotary phones One-on-one Write a memo Touch-tone phones Call me anytime Cell phones Call me only at work Internet Smart phones E-mail Dealing with Money Put it away Pay cash Buy now, pay laterCautious Conservative Save, save, save Earn to spend October 2011 15 Source: FDU Magazine Online Winter/Spring 2005

16. Workplace Characteristics Veterans (1922-1945) Baby Boomers (1946-1964) Generation X (1965-1980) Generation Y (1981-2000) Work Ethic and Values Hard work Respect Authority Sacrifice Duty before fun Adhere to rules Workaholics Work efficiently Crusading causes Personal fulfillment Desire quality Question authority Eliminate the task Self-reliance Want structure and direction Skeptical What’s next Multitasking Tenacity Entrepreneurial Tolerant Goal Oriented Work is ….. An obligationAn exciting adventure A difficult challenge A contract A means to an end Fulfillment Leadership Style Directive Command-and- control Consensual Collegial Everyone is the same Challenging others Ask why *TBD Interactive Style IndividualTeam Player Loves to have meetings EntrepreneurParticipative October 2011 16 *As this group has not spent much time in the workforce, this characteristic has yet to be determined. Source: FDU Magazine Online Winter/Spring 2005

17. Workplace Characteristics (cont’d) Veterans (1922-1945) Baby Boomers (1946-1964) Generation X (1965-1980) Generation Y (1981-2000) Communications Formal Memo In personDirect Immediate Email Voice mail Social Networking Feedback and Rewards No news is good news Satisfaction in a job well done Don’t appreciate it Money Title recognition Sorry to interrupt but how am I doing? Freedom is the best reward Whenever I want it, at the push of a button Meaningful work Messages That Motivate Your experience is respected You are valued You are needed Do it your way Forget the rules You will work with other bright, creative people Work and Family Life Ne’er the twain shall meet No balance Work to live Balance October 2011 17 Source: FDU Magazine Online Winter/Spring 2005

18. Organizational Culture We exert influence through social architecture To diagnose environment look at symbols and core values “Organizational Culture is the pattern of shared meaning in an organization” (Trice & Beyer) For example …

19. Organizational Culture What are “shared meanings?” Schein describes them as “the basic assumptions on which the organization operates” Most basic level … often unconscious Ask a person new to the organization to describe them

20. Organizational Culture Next level more overt … expressed values Most observable elements are: – Artifacts, creations – Processes – Art – Behaviors

21. Public Values Balance of: Liberty Community Prosperity Equality

22. Public Sector Leadership Is the Public Sector Different? – In groups … – Should government “be run like a business?” Group B - Why can’t it be? Group A – How can it be?

23. Differences according to Dimock 1.Most government departments seek only the greatest amount of service 2.Democratic administration is deliberately limited and checked 3.Governmental administration more accountable 4.Changes of leadership and losses of experience 5.Government regulates, prohibits, prosecutes 6.Multiple interests divide attention

24. Differences … 1.Governments may tax to enlarge their resources 2.Ownership is not clear 3.Value of government services is neither easy to quantify nor reflected in a single measurement “The value of the government service is collective, for the community as a whole, as opposed to the individual value received by purchases of business services.”

25. Differences according to Mikesell Why can’t private businesses selling their products in free markets be relied upon to provide all goods and services that ought to be available? What makes some services a governmental responsibility? What makes something a public good or service?

26. Case Study What’s a public good?

27. Public Good 1.Nonexclusion 2.Nonexhaustion or nonrivalry

28. Provision-Production Dichotomy 1.Government provision/government production 2.Government provision/private production 3.Private provision/government production 4.Private provision/private production

29. So what? Looping back to the beginning of the day … What are two or three lessons you learned for exercising leadership and influencing organizational culture for the IT professional?