1 / 27

Why Organizational Culture Matters Presented To: EFCOG QA Sub-Committee

Why Organizational Culture Matters Presented To: EFCOG QA Sub-Committee. Presented by: Mark Bodnarczuk Executive Director October 24, 2006 © Breckenridge Institute, All Rights Reserved. Conceptual Overview

jacob
Télécharger la présentation

Why Organizational Culture Matters Presented To: EFCOG QA Sub-Committee

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Why Organizational Culture Matters Presented To: EFCOG QA Sub-Committee Presented by: Mark Bodnarczuk Executive Director October 24, 2006 © Breckenridge Institute, All Rights Reserved

  2. Conceptual Overview • Culture – The purpose of culture (any culture) is to teach people how to see the world • Goal – Stimulate new ways of thinking about QA by showing how much of what you believe about quality and organizations is itself cultural – a product of the quality culture in the DOE Complex • Goal – Deep learning (comes only from unlearning which makes most people uncomfortable)

  3. Session Overview • Session 1 – History, Results, Culture Model • Session 2 – Case Study Intervention and Strategic View • Session 3 – Six Elements of Work, Organizational Climate • Session 4 – Cultural Change and Enhancing QA Programs • Format – Seminar style with six working groups • Deliverable – Six working groups’ suggestions on ways to enhance DOE 414.1C and 10CFR830.120 QA programs

  4. Session 1: History, Results, Culture Model • History – My involvement in QA • Insight – Appendix A, autopilot quality assurance culture with paper-paper, instead focus on enterprise-wide business processes and Criterion 5 (Work Processes) • External Environment – Governance and the business environment is the single biggest factor for creating culture, e.g. why TQM failed in DOE – no business results, no customers, no consequences for performance (good or bad)

  5. Session 1: History, Results, Culture Model • Results – Begin and end with results – current quality culture has an unconscious bias toward process rather than results, safety over production (Collins’ tyranny of the OR and genius of the AND) • Red Flag – “That’s not how we do it…” or “The system doesn’t allow it” (DNFSB) are indicators of cultural norms operating • Culture – The purpose of culture (any culture) is to teach people how to see the world – it’s the See, Do, Get, Process™

  6. Events in the World SEE Current Reality Identify Potential Course of Action AUTOMATIC PILOT DOING & LEARNING PROCESS Select Data GET NEW DO Future Reality Impose Meaning Deconstruction (Appreciate Inquiry) UNLEARNING CHANGE PROCESS From Awareness to Action Reconstruction Clarify Change Metaphors Cultural Wilderness™ Disrupt the Equilibrium See, Do, Get, Process™

  7. Session 1: History, Results, Culture Model • Lewin – Geocentric, subway, conflict (Freud, Rogers, Skinner, EO Wilson) • See, Do, Get – See is culture, Do is the structures and systems we build, Get is actual organizational performance • Org Theory – Jaques: organizational and scientific theory, e.g. what are the fundamental theories that underlie the work of people like Collins, Kaplan, NQA-1, DOE 414.1C, QA (history)? • Culture Model – The three-part organizational theory that’s the foundation of the BCI™ culture model: • a) Three circles, b) Outside-in open systems theory, and c) Cultural Envelope™ • Mapping – Build the connections between: a) the open systems theory, b) the Cultural Envelope, and c) the three radars

  8. Inside-Out Organizational View

  9. Session 2: Case Study Intervention and Strategic View • Results – Small group discussion about results • Intervention – Anthropologists to intervene is to affect • Approach – Expert services role, diagnostic role, collaborative role (small group discussion) • Case Study – From customer service training to culture

  10. Session 2: Case Study Intervention and Strategic View • Border Guards – Small group exercise on building an interaction map • Selection Bias – Cognitive conflict and the self-selection bias of culture – where do you think most QA professionals fit?

  11. HQ Local Gov Federal Gov Support Finance ESS&H Long-Term Employees Government Mindset Town Testing Field Production Program Technical Services Operations Recent Hires Industry Mindset Contractor Local Corporate

  12. Session 2: Case Study Intervention and Strategic View • Strategic View – Establishes organizational purpose, direction, and ground rules for execution • Configuration – Six elements of the Strategic View are interdependent and settle down on a pattern of interaction that often embodies LOW (Jenga), e.g. changing one changes the others sometimes in unpredictable ways • Core Beliefs-Values – Exploring and characterizing seemingly contradictory, yet mutually held tacit assumptions, unquestioned beliefs that exist in an Essential Tension™ (both and thinking) • Self Assessment – Small group exercise: a self assessment of your organization

  13. Interdependent Configuration

  14. Session 3: Six Elements of Work, Organizational Climate • Execution – Shows an organization’s approach to execution – implementing the Strategic View (windows into culture) • QA – These are the elements that are closest to DOE 414.1C and 10CFR830.120 • Configuration – Elements of the Six Elements of Work are interdependent and settle down on a pattern of interaction that often embody LOW (Jenga) • Core Beliefs-Values – Exploring and characterizing seemingly contradictory, yet mutually held tacit assumptions, unquestioned beliefs that exist in an Essential Tension™ (both and thinking) • Self Assessment – Small group exercise: a self assessment of your organization

  15. Interdependent Configuration

  16. Session 3: Six Elements of Work, Organizational Climate • Climate – The most easily recognizable aspects of organizational culture (closest window into culture) • Qualitative – The opinions and perceptions are dependent on organizational strata, personality, disciplinary background, and experience • Individual-Collective Paradox™ – Teasing apart the difference between individual values and personality (Border Guards) and collective, social beliefs and values (culture) • Configuration – Elements of the six elements are interdependent and settle down on a pattern of interaction that often embody LOW (Jenga) • Core Beliefs-Values – Exploring and characterizing seemingly contradictory, yet mutually held tacit assumptions, unquestioned beliefs that exist in an Essential Tension™ (both and thinking)

  17. Interdependent Configuration

  18. Session 4: Cultural Change and Enhancing QA Programs • Overall Score – Small group exercise: complete the overall organizational score sheet • Quantitative Analysis – Use advanced analytics to identify root causes and cause and effect relationships within each dimension (factor analysis), then between the 18 perspectives in all three dimensions (regression analysis, structural equation modeling) • Gap Analysis – Establish how wide the gap is between the formal and informal structures, systems, and culture by examining objective evidence and day-to-day operations and interactions • Qualitative Analysis – Explore and characterize the underlying core beliefs and values (tacit unquestioned assumptions) that explain the true (informal) motivations of the scores (data mining on verbatim comments, and a portfolio of formal and informal communications)

  19. Session 4: Cultural Change and Enhancing QA Programs • Now What – It’s easy to “talk” about culture change, but very, very difficult to do, e.g. 18 months to 2 years per layer of management • Cliff Notes Culture Change – Small group exercise using the nine-step improvement process that • Harnessing Process™ – A single diagram that codifies the principles and practices presented into a long-term cultural change process

  20. Harnessing Process™ Structure and Systems Surface Traits Formal Rules of the Game Gyroscope Senior Team Strategic View Squandered Energy Six Elements of Work Financial Management Collective Memory (Level 1) Redesign Structures and Systems (Org Energy) Redesign Cultural Elements (Psych Energy) Redesign Embedding Process Align Structures, Systems, Culture, and Embedding Step-By-Step Implementing Plan and Budget Defining New Results (Org and Psych) Clarifying the Change Metaphor A Ceremonial Ending Implementing the Plan Organization-Wide Embedding Mechanisms Understand Change-Transition Manage Survival-Learning Anxiety Focus on the Gyroscope and Be a Trim Tab™ Commitment to Stockdale Paradox Monitor and Measure Results Course Correct - Continue Embedding Mechanisms Cultural Elements Underlying Assumptions Informal Rules of the Game Organizational Climate Management Philosophy Openness to Change Constructive Conflict Just Culture, Creativity, Tradition Core Beliefs and Values Cultural Barriers Collective Memory (Level 2) Transition to Organization-Wide Implementation Navigating the Cultural Wilderness™ Embedding Process Concretize Change New Organizational Reality Develop Hedgehog and Deploy (GMTs) HA Strata Templates MoR (Development and Just Culture) Managers Accountable for Staff’s Results Build Change Into Perform Appraisals Monday-Friday E-Mails On-Site Sessions Primary Embedding Mechanisms Secondary Embedding Mechanisms Stop Doing List Org-Wide Communication Plan Advanced Analytics Financial Analysis Transition to Organization-Wide Implementation Navigating the Cultural Wilderness™ Deconstruct Reconstruct Define Change Awareness To Action New Do Obtain New Results

  21. Session 4: Small Group Deliverable • Line Managers – Use material to help line managers “see” themselves, working associates, and the overall organization differently with the goal of improving results • Intervention-Approach – Use material to improve intervention style and approach (expert, diagnostic, collaborative) • Enhancing QAP – Use material to make your QA program less focused on paper and process and more focused on obtaining improved results

  22. Conceptual Review • Culture – The purpose of culture (any culture) is to teach people how to see the world • Goal – Stimulate new ways of thinking about QA by showing how much of what you believe about quality and organizations is itself cultural – a product of the quality culture in the DOE Complex • Goal – Deep learning (comes only from unlearning which makes most people uncomfortable)

  23. Where do we go from here? The Complex needs a new quality culture The Complex needs a new theoretical foundation for quality Today’s material could be a starting place to rethink these things Photos provided by: © 2006 Annie Crawley, www.anniecrawley.com

More Related