1. Readiness for ebp. The Role of Organizational Culture
Brandon Mathews, M.S.
Program Director, ICCS-Pueblo

2. Organizational Culture Assessment Instrument
The assessment consists of six domains & each domain has four alternative questions.
Divide 100 points among these four alternatives depending on the extent to which each alternative is similar to your own organization (the more you agree the higher the amount of points).
Be sure the total adds up to 100.
For this exercise, rate your organization according to your perspective of what that means. For instance, if you wish to evaluate your specific facility or office versus your entire organization, feel free to do so.
Complete the "Now" column ONLY for this exercise.
This column refers to your perception of your organizational culture as it exists today.

3. Organizational Culture in Action

4. EBP & Implementation Defined
Evidence-based practices: are skills, techniques, and strategies that can be used by a practitioner (e.g., cognitive behavioral therapy) and are rooted in empirical research proving positive outcomes.
These practices can be thought of as interventions shown to be effective that can be used individually or in combination to form more comprehensive programs. (Fixsen et al., 2005)
Implementation: a specified set of activities designed to put into practice an activity or program of known dimensions (Fixsen et al., 2005).
EBP do not occur in a vacuum, rather they must be adopted and implemented to become a part of the fabric of our criminal justice organizations. This process of implementation requires a substantial amount of organizational adaptation if the process and ultimate use of the EBP is to provide successful outcomes. Thus it is necessary, at an organizational level, to not only be aware of the drivers of implementation, but to build the framework for those drivers to survive and thrive within the organization. It is imperative we as a system understand that implementation of EBP by its very nature involves organizational change. Whether we are implementing changes to an existing EBP or a new one altogether, the organization must change the way it exists at some level. Thus, the premises of organizational change preparation apply to the context of implementation.
Implementation of EBP = Organizational Change

5. EBP & Innovation EBP = Innovation Evidence-based practices:
skills, techniques, and strategies that can be used by a practitioner (e.g., cognitive behavioral therapy) and are rooted in empirical research proving positive outcomes.
Innovation:
Involves the adoption of an idea or behavior whether a product, device, system, process, policy, or service – that is new to the adopting organization (Damanpour, 1988)
An idea, practice, or object that is perceived as new by an individual or other unit of adoption (Rogers,1962).
EBP do not occur in a vacuum, rather they must be adopted and implemented to become a part of the fabric of our criminal justice organizations. This process of implementation requires a substantial amount of organizational adaptation if the process and ultimate use of the EBP is to provide successful outcomes. Thus it is necessary, at an organizational level, to not only be aware of the drivers of implementation, but to build the framework for those drivers to survive and thrive within the organization. It is imperative we as a system understand that implementation of EBP by its very nature involves organizational change. Whether we are implementing changes to an existing EBP or a new one altogether, the organization must change the way it exists at some level. Thus, the premises of organizational change preparation apply to the context of implementation.
EBP = Innovation

6. Bridging the Gap
Change/Innovation Research dates back to the industrial revolution and progresses steadily
F. W. Taylor (1911) – The Principles of Scientific Management
Kurt Lewin (1947) – 3 Step Change Model (Unfreeze, Change, Refreeze)
Van Maanen (1973) – Organizational Socialization
Schein (1980’s) – Organizational Culture & Leadership
W. Edwards Deming (1982) – Out of the Crisis (Plan, Do, Check, Act)
Quinn & Rohrbaugh (1983) – The Competing Values Framework
Damanpour & Evan (1984) – Organizational Innovation & Performance
Dewar & Dutton (1986) – The adoption of radical & incremental innovations
Van de Ven (1986/1989) – Innovation Management & Measuring Innovation
Kotter (1996) – 8 Step Change Process
The organizational sciences literature is chalked full of research, models, practices, and theories surrounding change and implementation. The research dates back to the turn of the century during the industrial revolution when Frederick Winslow Taylor devleoped the Principles of Scientific Management. From there the literature went on a several decades investigating how organizations can implement changes, implement innovations, and manage their associated processes. We are just now, in the last 5-10 years coming around to the need to heavily consider organizational context in our EBP implementation efforts. We don’t need to reinvent the wheel: EBPs are innovations and the roadmaps for assessing readiness, diagnosing issues, and resolving them already exist. We need only apply them to the CJ context. Unfortunately, we have been fairly poor at doing so. We try to develop new measures and means under the assumption that our systems are different. The reality is, organization’s are social systems that can be measured no matter their purpose. The organizational sciences provide us the knowledge about what we can do to effectively implement changes/innovations: assess culture, assess individual readiness, measure congruence between the innovation and culture/readiness. The two instruments I’ll cover today will give you two powerful tools in your toolbox to facilitate more successful implementations and can assist in sustaining them.

7. “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change”.
Charles Darwin
No matter the implementation, by its very nature it involves change. The CCPM, Motivational Interviewing, contingency management, etc. all involve a change in the way we are currently doing things. These changes may be small scale, such as adjusting the way we input data or manage a process or they can be large scale, such as transforming the way we think about punishment and reward. Regardless of the scale, change is the constant. We must become adept at managing change if we are ever to become adept at successfully implementing EBP and do do so we must become adept and assessing our organizational readiness for such endeavors.

8. Organizational Culture
What is it and why is it relevant to implementation?

9. Organizational Culture Defined
A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way you perceive, think, and feel in relation to those problems (Schein, 2010)
The deep structure of organizations, which is rooted in the values, beliefs and assumptions held by organizational members (Denison, 1996).
The normative beliefs (i.e., system values) and shared behavioral expectations (i.e., system norms) in an organization (James et al., 2007).
The taken-for-granted values, underlying assumptions, expectations, and definitions that characterize organizations and their members (Cameron & Quinn, 2011).
Reflects
What is valued
Dominant leadership styles
Language
Symbols
Procedures
Routines

10. Schein’s Three Layers of Organizational Culture
Assumptions: When a solution to a problem works repeatedly, it comes to be taken for granted. What was once a hypothesis, supported only by a hunch or a value, gradually comes to be treated as a reality. As organizations confront problems within their internal and external environments, strategies that work, become accepted as the way we do things. This “way” eventually becomes the standard strategy, so much so that it is taken for granted as a strategy at all. “That’s just the way we’ve always done it.” Most difficult part of culture to change.
Espoused Values: These are the stated values and overt rules of behavior within the organization. These are displayed through organizational vision and mission statements, philosophies, and public personas. When assumptions about “the way things get done or the way things are” don’t align with espoused values, incongruence exists and trouble abounds.
Artifacts: manifestations of the underlying assumptions, the climate. Leadership and member behaviors, the physical environment, the language, organizational structure and design are all artifacts of organizational culture. These are the most visible components of culture that outsiders encounter upon first introduction to the organization. These are also the most difficult to decipher, as they are a manifestation of deeper assumptions.

11. The Culture Tree Results Behaviors Beliefs Experiences
Values, Assumptions, Traditions

12. The Culture Tree Climate Pre-Conscious Enculturation Results Behaviors
Beliefs
Enculturation
Experiences
Values, Assumptions, Traditions
Pre-Conscious

13. Competing Values Framework
Clan
Adhocracy
Hierarchy
Market
Stability & Mechanistic Processes
Flexibility & Organic Processes
External Focus
(Competition)
(Smoothing Activities)
Internal Focus
This cultural framework is the most studied and most popular throughout the world. This framework and the accompanying assessment instrument have been found through countless studies to be valid and reliable in both its ipsative and likert forms.
Through 2 exploratory studies in the early 1980’s and from a list of 39 indicators of organizational effectiveness, three persistent value dimensions were discovered through spatial analysis: Internal vs external focus, flexibility vs stability, and Means vs Ends. Internal focus = what is important for us, how do we want to work. External focus = what is important for the outside world, the clients, the market within which we operate. Means-Ends = is the focus upon the planning and processes used to get there or is the focus on the final outcomes?

14. Clan Adhocracy Hierarchy Market
Dominant Organizational Characteristics
Personal, like a family
Entrepreneurial, Risk Taking, innovative
Leadership Style
Mentoring, facilitating, nurturing
Dynamic, transformational, entrepreneurial
Management of Employees
Teamwork, collaboration, participation
Uniqueness, autonomy, innovation, individual risk-taking
Organizational Glue
Loyalty, commitment, trust
Commitment to innovation, product/process development
Strategic Emphasis
Human development, openness, participation produce effectiveness
Creating new challenges, future focus, Remaining on the cutting edge
Criteria for Success
Development of human resources, concern for people
Unique and new products & services, System innovation
Hierarchy
Market
Controlled & Structured
Competitive, achievement oriented
Coordinating, efficiency oriented
No nonsense, goal oriented, aggressive
Conformity, predictability, productivity
Stretch targets, competition, goals
Formal rules & policies
Emphasis on achievement & Goal accomplishment
Permanence and stability
Competition, market domination
Dependable, efficient, low cost
Beating the competition

15. Culture & effectiveness
Dimension
Domain
Highest Scoring
Culture
Student educational satisfaction
Morale
Clan
Student academic development
Academic
Adhocracy
Student career development
External Adaptation
Student personal development
Faculty employment satisfaction
Professional development & Quality of Faculty
(Cameron & Freeman, 1991)

16. Culture & innovation: A Meta-Analysis
Culture Trait K n r
95% CI
Developmental (Adhocracy) 38
5789
0.31*
0.28
0.35
Group (Clan) 27
3315
0.24
0.18
0.31
Rational (Market) 14
1278
0.14
0.02
0.26
Hierarchy 12
898
-0.15*
-0.27
-0.02
Note. r = weighted mean correlation; * = p < 0.05
Meta analysis included 43 studies with a combined sample size of of 6,341 organizations; revealed that the competing values framework Adhocracy, Market, and to some extent Clan culture types are positively associated with innovation. The hierarchy culture type is negatively associated with innovation. The study proved the hypothesis that the CVF can be used as a model to drive innovation strategies and to avoid incongruence between such strategies and organizational culture.
 Buschgens, T., Bausch, A., & Balkin, D.B. (2013). Organizational culture and innovation: A meta-analytic review. Journal of Product Innovation Management, 30(4),

17. Transformational Leadership and Culture Type
Culture & Leadership
Transformational Leadership and Culture Type
Clan
0.27*
Adhocracy
0.19*
Hierarchy
- 0.18*
Market
- 0.04
*Significant at p < 0.05
Marcy Levy Shankman, Paige Haber, Tina Facca and Scott J. Allen
Schimmoeller, L.J. (2010) Leadership styles in competing organizational cultures. Leadership Review, 10,

18. Product Innovation (Naranjo-Valencia, Valle, & Jimenez, 2010)
Ad hocracy
Hierarchy
Innovation
0.341
-0.240
Note. Both values are significant at p < .05
Structural Equation Modeling (SEM) Results
Adhocracy Innovation = 0.291, p < 0.01
The study investigated the innovation of products among Spanish Companies using a self report survey. Product innovation was operationalized by asking the frequency with which organizations altered or introduced new products or services. The OCAI was then used to correlate culture type to frequency of product innovation. Similar to other studies, the Hierarchy culture was found to be negatively correlated with product innovation, whereas the Ad hocracy culture was positively correlated.
Hierarchy Innovation = , p < 0.05

19. HRIS System Implementation
Culture Type
Readiness for Change
System Usage
Clan
(Hum Relations) 
0.33 *
0.26 *
*Significant at p < 0.05
Study Hypothesis: organizational cultures consisting of the Human Relations (Clan) type would have higher system usage and readiness for change than other culture types.
Study that examined the relationship between organizational culture, readiness for change, and user satisfaction of an HRIS system implemented within an organization. Hypotheses presented were that organizational cultures consisting of the Human Relations (Clan) type would have higher system usage and perceptions of readiness for change than other culture types. Results found the Clan/Human Relations culture type was a significant predictor of readiness for change and system usage.
Readiness for change was measured by self report 7 point liker scale asking questions about the how positive feelings were about the impending HRIS change/implementation. System usage measured through self report question asking how many times in a typical week had the respondent accessed the HRIS system.
Jones, R.A., Jimmieson, N.L., & Griffiths, A. (2005). The impact of organizational culture and reshaping capabilities on change implementation success: The mediating role of readiness for change. Journal of Management Studies, 42(2),

20. Implementation Drivers & Culture Type
CLAN
HIERARCHY
MARKET
ADHOCRACY
Different culture typologies have different characteristics. There are certain typologies that are more congruent with the identified drivers of implementation than others.
Within the competency drivers are coaching, training, and selection—all components related to human capital development, mentoring, coaching, etc. Stronger Clan characteristics support this specific set of competency drivers.
Organization drivers pertain to those components of the target organization that structurally facilitate successful implementation of EBP. Components such as organization design, management of personnel (autonomy, encouragement, creative latitutde), and support of the EBP all contribute to successful implementation. Additionally, the freedom of employees to develop innovative approaches to measurement, fidelity, and adaptation when necessary are important organization drivers of innovation.
Leadership involves the support and ability to inpsire, motivate, and sustain employees through an implementation effort. It also includes a leader’s ability to mentor and coach their employees, developing their capacity for the EBP.
Do you see a pattern emerging?????

21. Culture Typologies - Examples
Zappos (online retailer) – Clan Culture Apple – Adhocracy Culture Microsoft – Market Culture Hierarchy – Federal Government (name your agency)

22. The ocai 6 Key Dimensions of Organizational Culture
Dominant Characteristics
Organizational Leadership
Management of Employees
Organization Glue
Strategic emphasis
Criteria for success
An organization rarely has only one culture type. Often there is a mix of the four organizational cultures; however Cameron & Quinn (2011) found nearly all organizations have a DOMINANT type that drives organizational culture. The OCAI measures aspects of 6 key areas of culture to uncover what that dominant culture type is.
Many organizations thrive on the extremes, while others thrive through measured balance. What is important is that leaders are aware of the dominant characteristics and the strategy is not misaligned.

23. OCAI Profile Preferred Now
This is my organizational culture profile. As you can see my “now” profile is weighted heavily in the bottom two quadrants with my preferred profile weighted heavily in the Adhocracy and then Clan quadrants.
Preferred
Now

24. Profile for Public Administration
As might be expected, public administration (government) tends to have dominant characteristics found in the hierarchy quadrant, then the market, with the least amount of emphasis in the upper two quadrants.
Cameron and Quinn (2011) found that over time most organizations will gravitate toward the bottom two quadrants as dominant cultures and that once there, it is difficult to then develop cultures characterized by the upper two quadrants. It takes a great deal of effort, leadership, and intervention to move from the bottom quadrants to the upper quadrants.
How does this affect our ability to be agile in the face of new EBP initiatives and innovations in our field?

25. Apple’s Culture Change Over Time
Culture changes over time dependent upon the strategic direction and needs of the organization.
In two decades ( ), Apple moved between four culture types as the organization adjusted strategic direction:
Adhocracy
Clan/Adhocracy
Hierarchy
Hierarchy/Market
Culture can change over time according to the needs of the organization and the external environment.
As the organization moved from the clan/adhocracy culture into the hierarchy culture to adjust to a growing organization with complex structures and supply chain needs, Steve Jobs became less transformational and more an impediment to change. Thus, he was ousted from Apple as the CEO, being replaced by a more bureaucratic and hierarchical leader.
After spending much time in the bottom two quadrants focused on control and stability, Apple found itself behind its competitors regarding the innovation and introduction of new products and services. This led to the reinstatement of Steve Jobs as CEO and the resurgence of Apple as a innovative leader in the market.

26. The Importance of Culture Type
Knowing where you are informs you about your readiness for implementation of EBP:
Do we value coaching, open/ongoing feedback, people development?
Do we have structures to support this?
Do our leaders promote creativity, innovation, and out of the box thinking?
Do we actively reward this?
What are our dominant Leadership styles? Do we inspire and provide autonomy or do we stifle and control?
Do our top leaders promote flexibility, adaptation, innovation, and also support EBP?
Organizational cultures that are mismatched with the external environment can lead to a lack of success in that environment. For instance, a hierarchical culture operating in an environment calling for innovative solutions may find itself to sluggish and inflexible to be successful.
Similarly, a mismatch between org strategy and culture can lead to internal struggle and conflict. A strategic direction focused on capturing market share, beating the competition will be unsuccessful if the org culture is dominated by a clan culture focused on internal development and collaboration.

27. Thank you. ANY QUESTIONS? Implementation or Culture questions?
Contact me: OR