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The Secret of “Culture”

The Secret of “Culture”. Why are We Talking About Culture?. “Culture” is defined by technical training professional values/presumptions and norms and career expectations And is reinforced by governmental and stakeholder assumptions about agency roles and activities. Basic Dimensions of Culture.

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The Secret of “Culture”

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  1. The Secret of “Culture”

  2. Why are We Talking About Culture? • “Culture” is defined by technical training professional values/presumptions and norms and career expectations • And is reinforced by governmental and stakeholder assumptions about agency roles and activities

  3. Basic Dimensions of Culture • Basic Professional and agency values • External expectations (political, public) • Stakeholder positions • Technical understanding of operations • Authorizing environment (laws, etc) • Relevant Business Model & Leadership • Partners’ objectives Sources: SHRP2 L-06, NCHRP 03-94, FHWA

  4. Institutional Arrangements (with Culture) Underlie Agency Processes and Programs Program A needs-responsive, performance-driven, comprehensive C/E statewide SO&M program Education Training Associations Civil service Legacy Processes The business processes and systems required to facilitate program qualities above • Culture • Organization and staffing • Resource- allocation • Partnerships Institutions The values, capabilities and arrangements and resources required to support and sustain of the required business process

  5. The Clash of Cultures

  6. How is Culture (and other institutional challenges) like the weather??

  7. How is Culture (and other institutional challenges) like the weather?? • Because everyone talks about it, accepts it, and very little is ever done about it

  8. A few Leaders Integrated Transitioning Agencies (most) Level 3 Managed Fully coordinated, performance-driven Level 2 Ad Hoc Level 1 Processes fully documented & staff trained Support Inst. Ad hoc operation. Relationships not coordinated Support Inst Support Inst. Incremental changes in Culture are Essential to Mainstreaming Operations Goal for the future

  9. Correlation btwn Operations Maturity And Culture/Institutional Arrangments

  10. – CULTURE AND INSTITUTIONAL ARRANGEMENMTS CAN BE MANAGED PROOF OF CONCEPT

  11. Degree of DOT “Management”: Leverage on Change Education & policy Legislation Training Academy Outsourcing Line Item budget Reallocation Formal Agreements Consolidation

  12. A Few Good Examples • Leadership: A new CEO from a service industry • Organization: SDOTs with separate vs. blended approaches • Resource allocation: Line item budget • Partnerships – Formal agreements, incentives/disincentives

  13. Strategies Adjust Culture to Operations

  14. Vision: The 21st Century Operations-Oriented DOT

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