If you don't know where you are going, you get some ways there! What the rabbit said to Alice is also true when turning around. If you do not know where you are now, you never get where you want to be.
This is what happens to some administrators and organizations. They work to achieve goals and increase performance. But 80% of them seek to generate 20% results or even less. It's not because their goals aren't properly set. They are. All that is missing is exactly to carry. Standing here, what would be the best way to achieve that future?
So by setting your goals and preparing to change, spend 15 minutes to evaluate your organization. Why? Because culture is trying to make the difference. That is why up to 70% of organizational change failures. Wouldn't it be great to just avoid it? Make your changes more effective by seeking a 20% effort to generate 80% results and taking into account current planning . Learn the current possibilities and possible resistance here, right now, for your feet. Knowing that it is dealing with it. Overcoming resistance and activating your company's potential. It is a powerful starting point for successful change. Don't Leave Before You Do It!
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Fifteen minutes will enable executives and employees to quickly evaluate the organization of culture quickly, safely, and reliably. The Organizational Culture Assessment Instrument (OCAI) is developed by Professor Kim Cameron and Robert Quinn and is a qualified research method. No wonder the OCAI is now used by over 10,000 companies worldwide. How does this device get so little time and is still valid?
Cameron and Quinn learned from statistical analysis that from twenty-nine evidence of performance for organizations, only two sizes made the difference. Thus, four complaints were constructed, which correspond to four types of organizational cultures that are very different on these two issues:
- Internal Focus and Integration VS External Focus and Distinction
- Stability and Governance VS Flexibility and Well-Being
] Institutions in two left-wing women are interdependent, like: What is important to us and how do we want to work? The two squares on the right consist of organizations that are outsourced: What is important to the market, competitors and customers? Upper companions desire flexibility, but at the bottom of organizations respect stability and control.
In short, four types of culture are:
1. Clan Culture: A friendly, people-oriented work environment where colleges have a lot in common, similar to family. They value cooperation and solidarity. Managers are considered as mentors or father numbers. There is a lot of participation. Success is defined as addressing customer needs and caring for people.
2. Adhocracy Culture: A dynamic and creative work environment. Employees take initiative and risk. Leaders are considered pioneers. Attempts, innovation and prominent emphasis are emphasized. Success is growth and creating new products or services.
3. Market Culture: Results based on an organization that focuses on finishing work and getting it done. People are competitive and focus on goals. Leaders are hard drivers, manufacturers, and rivals at the same time. Market news and stocks are definitions of success.
4. Cultural hierarchy: A formal and organized work environment. Methods are leading. Leaders are rationalists. Keeping organization functioning well is most critical. Reliable delivery, smooth organization and low cost define performance.
Of course, these descriptions are a little short and therefore monochrome. They'll just give you a quick glimpse of the four types. You can check the more and the latest explanation of OCAI .
Six key points
To find the fundamental value of the organization and then the dominant type of culture, you need to complete a brief survey. Just consider the following six structural features:
As you actually do, you do not have to choose only one cultural species. Reality is ambivalent and so is the planning culture. The competitive value framework states that values and corresponding organizations compete with each other. Companies can spend their money, attention and time only once, so they tend to emphasize certain values. Quinn and Cameron learned that flexible organizations are the most effective, sometimes leading to contradictory behavior. Studies show that there is no single "best" kind of culture. The best mix of types of culture depends on the situation. For example, in the proposed market, you could flourish with competitive market culture, but this culture would have a detrimental effect on start-ups that thrive on innovation, creativity, and new market development.
You can find your unique cultural mix of, for example, people-oriented tribe and successful marketing culture. Knowing your particular blend of internal focus and flexibility (tribe) towards external focus and stability (market culture), you can create an effective way in selected situations.
In the assessment, you also define selected conditions. Just to re-evaluate six key aspects of planning, but this time you will keep your chosen future in mind. You share 100 points while imagining that it is five years from the situation being discussed.
Now you know where you stand and where you want to go! In just 15 minutes, an entire team or organization can assess their starting point and goal.
Before the automatic version of the OCAI was found, much work was needed to calculate the formats. Nowadays, it is an automated OCAI online tool that is free for individual participants and at a very good price for teams and organizations.
By using this online tool, each participant receives their personal profile of current and selected culture via email. The team members can discuss their personal profiles and create a common format as a basis for their change system.
If a large company with a large number of participants can work with the common format, built with the average of all the results. This provides a clear, quantitative starting point for change.
Culture format gives great quantitative information:
- Main objectives of its culture and its strength
- Difference between current and selected culture
- Consistency of six characteristics
- Comparison of industry or industry group
- Development level of the industry
ad 1: Imagine you have a very dominant market culture (48 out of 100 points): This suggests that people experience culture competition and get it done.
Ad 2: For example, you see that employees would like 10 points more of the people who control the genus. The difference between current and selected formats indicates that the organization of the device (or current dissatisfaction) changes and indicates what kind of change or approach would be stimulating.
ad 3: Congruence means that 6 key elements of culture align, so that everyone emphasizes, for example, market culture. For the most part, it works well, but inconsistencies mean that there are inconsistencies that can take a lot of time, energy and so on.
Ads 4 and 5: It is interesting to compare your cultural profile with your industry and see how mature your business is. Kultiver evolves over time from great flexibility to greater stability and external orientation.
Features of optimization
When you have this calibrated image, you can color and accurately color it with some qualitative information. Instead of conducting interviews through the organization, as some consultants tend to do, you could simply sit for OCAI workshops. Interviews are not just a lot of work but also produce a lot of information that is difficult to standardize or combine into a meaningful whole. Working with your success in an OCAI workshop is to add qualitative information, optimize your profile, understand it better, and work on a consensus on current and selected situations. Once this is accomplished, you enable people to want to change. There is a lot of potential to work with. There is a lot of energy to start a change, I can tell from experience.
In the next article, I will tell you how to work with the results and start converting your application successfully with an OCAI workshop.
6 Benefits of Performance
Finally, the analysis and change of planning issues can actually be paid if done correctly. Do not neglect culture as it is such an important factor. Let culture work for you and increase your performance.
As a consulting company on organizational change, I became interested in using the Agency. The different elements to success that were previously thought to be "ambiguous" and impossible to control, were easy to understand and even exploit, activating employees beyond "normal" resistance to change.
The OCAI has 6 benefits that help businesses improve performance:
- It's focused: it measures six key factors that proved to be important in organizational success.
- It's timely: both evaluating and developing change policies can be achieved at a reasonable time.
- It includes: either by addressing all employees or those who give policy and follow changes.
- Quantity: It is based on numbers completed with qualitative information when working on the results to bring about the desired changes.
- It's manageable: it can be performed by a (management) team; external consultants are not necessarily needed.
- It applies: OCAI is verified and people recognize their findings.
So, if you're planning a guide to change, spend 15 minutes on your current status. All travelers can tell you what a great advantage you will get for getting the best roads, avoiding road users, and actually achieving your chosen future. Use these 6 advantages of OCAI and increase planning.