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Organizational Life Style Analysis
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Transcript of Organizational Life Style Analysis
Life Style
Life Style: Adlerian concept representing“…the subjective, unarticulated set of
guidelines individuals develop and use to move them through life and toward their goals.” (Mosak and Maniacci, 1999)
“…a dynamic, goal-oriented pattern that remains constant during a person’s life, unites all aspects of a person, and reflects how a person makes creative use of the subjective understanding of his or her surroundings.” (Strauch, 2003)
Organizational Culture
Organizational Culture: complex concept.
(a) shared assumptions or understandings,
(b) common beliefs, (c) shared values
Naturally developed due to search for cognitive order
Resistant to Change
Purpose within society… shared meanings
(d) resulting attitude and behavioral standards
Culture and Life Style
Culture: Analysis Purpose: determine
strengths as well as underlying patterns that are inhibiting healthy growth and productivity
Used to assist an organization in the development of initiatives to improve organizational health and performance
Life Style: Analysis
Purpose: determine strengths as well as underlying issues that may be the root of unhealthy beliefs and patterns of behavior
Interventions initiated to
help an individual better adapt and make positive life choices
Culture and Life StyleCulture: Defining points
Accepted standardsIndividuals’ perceptionsUnconscious foundationResistant to ChangeCreated to provide orderExpressed values, behaviorsCollective identityNo single ‘Right’ culture - determined by goals, purpose and industry
Life Style: Defining pointsPattern/Guidelines
Subjective/UnderstandingsUnarticulatedDynamic/ConstantUsed/Creative useMovement toward goalsUniting all aspectsMakes use of surroundings
UNDERLYING CONSISTENCIES: Striving toward goals; affected by experience, perception
and surrounding environment
UNDERLYING CONSISTENCIES: Striving toward goals; affected by experience, perception
and surrounding environment
Organizational Life Style Value• The Organizational Life Style unites the
organization, and indicates how the organization makes creative use of resources and subjective understandings to behave in the world.
• There is a continued need to find a holistic method to uncover the conscious as well as the less conscious organizational culture, incorporate the environmental factors in that analysis, and make that data valuable to the organization by recognizing underlying issues and inconsistencies that can present opportunities for improvement.
Organizational Life Style Purpose
• Purpose is to asses current priorities and future path.▫ More organizational success strengthens the commitment to
the culture that brings that success (Schein, 1990). control culture purpose is dominance (Military)
competence culture purpose is to be superior or the best (University)
collaboration culture purpose is to blend diverse capabilities (Sports team)
cultivation culture purpose is to nurture to produce valuable results (Religion)
• Also, establish priorities and determine if they are viable enough to deal with the external and internal environments.
▫ Organizational values and beliefs are used to overcome external threats while socialization is used to excommunicate internal threats.
Life Style into Org TermsAdlerian Term
Brief Definitions (Mosak & Maniacci, 1999; Oberst & Stewart, 2003)
Organizational Term
Correlative Business/ Industry Terms
Life Style Patterns of thinking, acting and perceiving that guide an individual’s operations throughout life
Organizational Life Style
Organizational/ Corporate Culture, Organizational Climate
Convictions Psychological constructs, belief sets, which guide an individual’s perceptions, attitudes and behaviors, and form the Life Style
Organizational Values, Standards
Self-concept The individual’s set of convictions regarding how he perceives himself, including value sets.
Organizational concept
Organizational Values, “Strengths and Weaknesses” of SWOT
Self-Ideal The individual’s set of convictions regarding her desired self, or how she should be.
Organizational ideal
Mission, Rules of Conduct, Market-facing portrayal
Fictional Goal The unconsciously defined goal that gives direction and meaning to an individual’s life (Mosak & Maniacci, 1999, equate to self-ideal)
Underlying goal driving the organization’s beliefs, behaviors
Vision, Interest (alignment), Organizational Goals
Life Style into Org TermsAdlerian Term
Brief Definitions (Mosak & Maniacci, 1999; Oberst & Stewart, 2003)
Organizational Term
Correlative Business/ Industry Terms
Weltbilt/ Worldview
The individual’s set of convictions about things outside of the self, as in world, other people, etc.
Environmental Views
Competitive Landscape, Industry “Opportunities/ Threats” components of SWOT Analysis
Ethical Convictions
The convictions which represent an individual’s moral and ethical “right-or-wrong” beliefs.
Ethics Ethical Standards, Rules of Conduct
Social Interest
Innate ability within an individual to belong to, engage with and feel connected with others, the environment and the world.
Social Interest - internal and external entities
(components) Perceived Organizational Support, Commitment
Mistaken Convictions, Overcompen-sation, Inferiority Complex
These terms represent various issues within the Life Style and resulting attitudes and behaviors which impede with the individual’s adaptability, encouragement, and socially interested functioning.
Vision or goal misalignment
Organizational Life Style Convictions
Utilization of Life Style ConvictionsLife Style Convictions… for the Organization
Self Concept… Organizational ConceptPerception of the self, values “Who are we?”
Self Ideal… Organizational IdealDesired self, how he ‘should’ be “Who/how should we be?”
Weltbilt/Worldview… Environmental ViewsPerceptions of things outside self Industry, Market & external
impacts
Ethical Convictions… Ethical Convictions/Ethics“Right and wrong”, rules Values we strive to uphold, ethics we
personify
Organizational Life Style Convictions•Organizational Concept: Image of
Authority in order to balance the core culture
•Environmental Ideas: The way an organization should prioritize by the information it knows about itself and the marketplace.
•Organizational Ideal: Brings structure and guiding principles that help the organization achieve its ideal self
•Ethical Convictions: Values that are carried out by the Leadership
Organizational Life Style GridOrganize Defining Statements into Life Style Grid for
overall Life Style definition and further analysis
Organizational Concept“Who are we?”
Environmental Views“Industry, market and impacts around us”
Organizational Ideal“Who/How should we be?”
Ethical Convictions“Values we strive to uphold, ethics we personify”
Organizational Life Style Process
This analysis tool consists of four primary processes:
(1) collection of data pertaining to the Organizational Life Style constructs
(2) organization of data into the Life Style Constructs to determine primary themes within each construct,
(3) summarizing each set of themes into convictions as well as a “Defining Statement” for each construct that serves as a summarized conviction for comparative analysis and
(4) use the statements and the Life Style Grid format to provide the basis of overarching themes recognized within the organization as representative of its Life Style, or culture.
Example of a Populated Organizational Life Style Grid
Organizational Concept Quickly growing companyLeader in its industryHighly competitiveCharacterized by high technologyQuickly changing organization
Environmental ViewsIndustry is…Competitive for customers-quickly changing dynamic-expect full solutionCompetitive for resources-qualified people in high demand-recruiting, interviewing, hiring very costlyLong, competitive sales cycle
Organizational IdealIndustry LeaderProfitability highHigh client satisfactionInnovation: creativity, risk-taking, pride, collaboration
Ethical ConvictionsTrust among colleaguesOpenness, honestyIntegrityMutual RespectDirect CommunicationsEmployees and customers listened to and valued
Organizational Life Style Grid
Alignment AnalysisEvaluate the alignment/ perceived misalignment
Organizational Concept
Environmental Views
Organizational Ideal
Ethical Convictions
• Within each construct/each conviction (considered during Defining Statement Process
• Between convictions (considered during Life Style definition process)
“Intra-organizational Alignment”
- OC – EV- OI – EC- OC – EC- OI - EV
Organizational Concept
Environment
Organizational Life Style
Constr
aints
Organizational Ideal Ethical Convictions
Out of Alignment:
Organizational Life Style Correlations• Organizational Identity: Unconscious
movement by forward vision and past experiences by Leadership▫ Produced by Organizational Ideal and Organizational
Concept▫ In an organization this information can be found in an
S.W.O.T analysis, mission statement, and strategic plans.▫ These documents begin to form a hierarchal structure of
goals that the organization ideal wants to accomplish.
• Organizational Culture: Culture is formed out of necessity in order to succeed▫ Produced by Organizational Concept and Ethical
Convictions▫ 3 fundamental levels: Artifacts, Values, & Assumptions▫ Culture protects the inner environment by socialization.▫ Cultures can be independent and in conflict with each
other.
Convictions, Defining Statements
• Organize and Summarize Life Style Convictions into Defining Statements
Org Concept
Org Ideal Environment
Ethics
Defining Statement
Defining Statement
Defining Statement
Defining Statement
Notations and themes of each conviction gathered through data
collection tools: interviews, surveys, documentation,
observations and other ‘artifacts’ of organization
Convictions Findings
Org Concept Org Ideal Environment EthicsYoung, fast-paced, high-tech, focused, ambitious, innovative company
Best, most innovative product in the market
Extremely competitive (product/sales) –Innovation needed to survive
Justice: best interest of company and customer is key for team members
Best product in a very specific segment of the market
Lead, influence the market – be ‘ahead of the game’
Dynamically changing market Highly affected by legislative changes
Justice: employees perceive fair treatment, e.g. diversity, respect.
Intelligent, competitive individuals at company
Recognized as high in integrity and interest in social welfare in industry
Recognition of importance in ‘greater society’ of relevant industry in general
Accountability: peer and client judgment and personal performance
Segregated – Teams tight, but tend to be in ‘silos’ in terms of communication and cross-team collaboration efforts
Extremely intelligent, talented team Competition for talent (technical, industry expertise) very high.
Accountability: leadership accountability inconsistent – perceived favoritism or generally inconsistent/not understood.
No time or perceived support of learning opportunities, especially outside of company
Collaborative, in the best interest of partners and consumers
Motivation: Intrinsic motivation- listened to, respected and impactful to team, organization and clients. (vs. comp, benefits)
Reactive (quickly) to environmental (industry, market, etc.) change
Ethics: alignment w personal values – no pressure to act unethically
Good, caring, genuinely respectful and trusting people
Work-life balance is respected but long hours to make client/team happy is normal and expected
Work-life balance: varying opinions… fairly flexible, but long hours is part of the deal for some.
Integrity: Concern that the company does not fulfill obligations (overpromises and under-delivers)
Sink-or-swim environment
Client expectations are main determinant of ee value, satisfaction and performance
Trouble focusing on client needs versus competitive image – hurts/disappoints clients
… into Defining Statements
Constructs Organizational Concept
Organizational Ideal
Environmental Views
Ethical Convictions
Convictions
We are structurally aligned with our goals
People shouldn’t be leaving our organization
We must be highly competitive
Employees should be treated well
Autocratic and working from the top-down
We should have clarity of our goals
We are currently below industry standards
Employees should be trusted
We are the leader in the process-control industry
Decision-making should be more collaborative
We have a long sales-cycle and need back-log to survive
We should follow through on commitments
We are resistant to change
We should meet our goals
Customers deserve to have their needs met
Employees should be happy at our organization
Defining
Statements
Our leadership is more focused on market opportunities than employees and customers
We should have an organizational culture that allows us to stay ahead of our sales goals, and keep good employees
To stay alive and remain #1 in the industry, we need to attract and retain the best people.
Employees and customers are our most critical assets.
Defining StatementsOrganizational ConceptThe organization is young, fast-paced, innovative and competitive, offering the best product in the market but often reactive to market change. The organization struggles with competing demands of competitive image, client satisfaction and innovation – promising but often failing to meet in one or all areas.The organization promotes knowledge and intelligence, but does not provide much opportunity for learning outside of the organization.Teams: Most teams collaborate well within themselves, but are very compartmentalized between teams. Team members: Highly intelligent, individually motivated, hardworking employees that are passionate about client satisfaction, success and learning opportunity
Environmental ViewsThe relevant industries – technology and healthcare -
are extremely competitive and ever-
changing, requiring constant innovation, and aggressive talent recruitment and development to
ensure the best quality output to survive, as well as rapid, proactive adaptation to changes. The
product is the best in the market now, but always at risk of falling behind if the company doesn’t constantly keep up.
Organizational IdealThe company intends to be a best-in-class
integrating agent, providing the highest level of expertise, strategic direction and innovation with
partnering entities to deliver the best solution and have an impact on the market.
Ethical ConvictionsMembers within this organization hold each other individually to very high standards of integrity, respect for individuality and performance; expected by others and themselves to do whatever it takes to meet the customer’s expectations within ethical boundaries. Recognition of performance is inconsistent across of the organization. Satisfaction and motivation is intrinsic.
Life Style Goal
Be ahead of others through superior
innovation, product and service excellence,
intelligence, creativity, collaboration and
influence.
Inspire and influence the direction of
change in the market
Life Style Goal
Be a influence by sharing Adlerian concepts and
building up parent competencies in fostering
family unity.
Inspire and influence the direction of
creating change in clients with special
focus in Parent Education, Couples, Teens, and Children
Themes: Line of Movement
Life Style Typology
“Superior”•Organization is striving to be superior to any other similar organizations in the marketplace.
Competence Culture [Schein]
•This superiority goes beyond product superiority, which most organizations also strive for. It incorporates:
– Team member talent and intelligence– “Leading” industry presence– Competitive leadership/market share– Internal culture of superiority of performance, drive
Case 1 Example
Organizational Concept NonProfit SocietyParenting ProfessionalsNetworking site Professional resource center for Adlerian psychology Training center for parents and teachersMultiple locations 5.5 Full Time Depend on Class fees 56% and Donations 33% We offer workshops for parents, couples, teens, and children on a variety of topicsExcellent, effective, Unique
Environmental Views
Recession impacting financialsDependency on Volunteers
Limited FT people
Providing classes is main source of income and expense
Organizational IdealPromote Adlerian philosophyIncrease membership Increase leadership potentialIncrease diversityContinuously improve program contentMarket XXX to the communityIdentify what XXX does best
Ethical ConvictionsHelp professionals grow using Adlerian principles3 R’s = Recognize feelings, Set the rules, and RedirectFear of failureCompliance to…
Organizational Life Style Grid
Organizational Concept
Environment
Organizational Life Style
Constr
aints
Organizational Ideal Ethical Convictions
Out of Alignment:
Alignment Analysis: between convictions
Misalignment areas: Focused on self in order to survive and are not accomplishing the goals of growing organization and expanding the value of XXX. Need additional resources in order to achieve OC.
Organizational Concept vs Environmental View
Organizational Concept NonProfit SocietyParenting ProfessionalsNetworking site Professional resource center for Adlerian psychology Training center for parents and teachersMultiple locations 5.5 Full Time Depend on Class fees 56% and Donations 33% We offer workshops for, teens, and children
Excellent, effective, Unique
Environmental ViewsLocally recognized widelyCash flow is criticalRecession impacting financialsDependency on VolunteersLimited FT peopleProviding classes is main source of income Broaden community connections
Organizational Ideal Ethical Convictions
Ethical ConvictionsHelp professionals grow using Adlerian principles3 R’s = Recognize feelings, Set the rules, and RedirectFear of failureCompliance to…
Alignment Analysis: between convictions
Aligned partially: We are providing help to the community however are in fear of not being able to continue if finances are not resolved between OC and EC: Some Fear of becoming outdated
Organizational Concept vs Ethical Convictions
Organizational Concept NonProfit SocietyParenting ProfessionalsNetworking site Professional resource center for Adlerian psychology Training center for parents and teachersMultiple locations 5.5 Full Time Depend on Class fees 56% and Donations 33% We offer workshops for parents, couples, teens, and children on a variety of topicsExcellent, effective, Unique
Environmental Views
Organizational Ideal Ethical ConvictionsHelp professionals grow using Adlerian principles3 R’s = Recognize feelings, Set the rules, and RedirectFear of failureCompliance to…
Alignment Analysis: between convictions
Misalignment areas: Limited staff and financials inhibiting organizational ideals from occurring.
Organizational Ideal vs Environmental Views
Organizational Concept
Environmental ViewsLocally recognized widelyCash flow is criticalRecession impacting financialsDependency on VolunteersLimited FT peopleProviding classes is main source of income and expenseBroaden community connections
Organizational IdealPromote Adlerian philosophyIncrease membership Increase leadership potentialIncrease diversityContinuously improve program contentMarket XXX to the communityIdentify what XXX does best
Ethical Convictions
Alignment Analysis: between convictions and Ideal
Mostly alignment: Concern regarding failure with so many items that need to be done. Suggest following own Rule of 3 R’s.
Organizational Ideal vs Ethical Convictions
Organizational Concept
Environmental Views
Organizational IdealPromote Adlerian philosophyIncrease membership Increase leadership potentialIncrease diversityContinuously improve program contentMarket XXX to the communityIdentify what XXX does best
Ethical ConvictionsHelp professionals grow using Adlerian principles3 R’s = Recognize feelings, Set the rules, and RedirectFear of failure
Org Identity and Org. Culture
Organizational Life Style Correlations•Organizational Identity: Identity is
one of being Parent Educator professionals who provide Excellent, Effective, and Unique training for parents increasing family cohesion and unity.
•Organizational Culture: XXX culture is process and principled driven in providing what is needed desperately in the community and fear not doing enough due to limited resources internally.
Life Style Typology
“Pleaser and Socially Useful”•Pleaser: Hard to say “NO.” Taken advantage of through continual demands on the organization. Concern about failure (rejection) and tends to feel less satisfied with accomplishments.
•Socially Useful: Wants to be of help to the community at large with offerings in expertise, workshops, classes, and connections.
Highly Concerned Culture
•This Concern is a part of XXX’s movement towards significance in the broader social community.
Results Summary
Recomendations
• Prioritize strategic issues and focus• Increase finances through strategic alliances• Follow 3 R Rules internally• Create a contracting methodology with
volunteers• Say NO more often.• 3 Rules in a Unique, Caring, and Helpful way!
Case 2
Purpose of the Study
• Introduce a new methodology for assessing the culture of an organization, leveraging a current, highly utilized psychological assessment tool, Life Style AnalysisGOAL 1: Demonstrate the Organizational Life Style Assessment Tool
GOAL 2: Utilize Life Style data to uncover alignment issues, which may provide new insights into strengths and potential issues within the organization
GOAL 3: Consider the usefulness of the Organizational Life Style Assessment results as an indicator of organizational health and effectiveness.
1
2
3
The Organization and Sample
• Organization of just over 100 employees• High-tech industry• Young organization (founded <10 years ago)
Participation in data gathering process• Survey respondents: 77 employees• Interviewees: 14 employees• Documentation: collected from corporate documents
library generally available and from executives
All departments and hierarchical levels represented.
Data Gathering
• Surveys 34 questions across 4 sections: personal job satisfaction, work
team, functional area and company/upper-mgmt Survey created by cross-functional volunteer team Human Resources and Executive team initiated Completed anonymously by 77 employees
• Interview 11 questions designed to glean insight into Life Style conviction
categories Created by researcher to collect information and initiate
interviews 14 interviews conducted with representation from all areas and
levels of organization• Documentation collection
SWOT; 2009 goals; Vision, Mission, Values; Corporate Strategy (Marketing) Materials; Survey results action plan.
Data Organization
Organizational Concept
Collective view of organization. Expectations, norms, etc.
Aggressive (2)Overwhelmed (chuckle)Fast (4)NimbleChaotic (3)Separate/Segregated (2) First imp > ‘cowboys’… no real unified teamSmart (2)Young (2)High energy (3) Small company = energyInnovative (2)/ Forward-thinking (2)“First”/try to get ahead of everythingProgressive – vision, good ideasFirst imp > Not much execution experience… never been doneFirst imp > sales vs. product or serviceFun – fun place to beEarly memory – caring - admin level ee ‘toasting’ w CEO, etc. > friendship at all levelsEarly memory – “get to know you” meeting where people shared secrets… funny.Serious First impression > Quiet… sat in the dark and were so focused/intense… this changed w/some…GenuineDisorganizedTop-heavyStart-upChallenging (2)
Learning new thingsCompetitiveHard working (First impression > rally around work)First impression > needed a lot of changes across the board… to surviveLong hoursAccomplished/ Feel accomplished at end of dayGrowing (20Ever-changing (3)Trying to catch its breathTechnicalGood product – best in the marketEmployee view = Sink-or swim (3 references)Steep learning curve and not a lot of help – everyone too busyIntelligent - People smart, very quick. -‘I was scared/intimidated’- ‘intelligence is like an umbrella over the whole company’Empowerment – trust employees to just get the work done – “just run with it”Trust – goes with empowermentReactive vs. proactive to performance/system issuesFriendly/younger organizationFirst impression – no documentation… “islands of knowledge”Value in feeling neededEarly memory - Seemed like a lot of conversations about things that don’t really matter… how does this affect the client? Non-conformingIndividualistic – “everyone has a different view of severity” – varying degrees of dedication Early memory > Lack of leadership or continuity regarding performance/expectations.Challenge to be respected, accepted with individually-focused team membersEarly - Focus on investment need versus execution of plan/performance.
• Extensive amounts of data to categorize first into the four main constructs for analysis and grouping into themes
Convictions, Defining Statements
• Organize and Summarize Life Style Convictions into Defining Statements
Org Concept
Org Ideal Environment
Ethics
Defining Statement
Defining Statement
Defining Statement
Defining Statement
Notations and themes of each conviction gathered through data collection
tools: interviews, surveys, documentation,
observations and other ‘artifacts’ of organization
Convictions Findings
Org Concept Org Ideal Environment EthicsYoung, fast-paced, high-tech, focused, ambitious, innovative company
Best, most innovative product in the market
Extremely competitive (product/sales) –Innovation needed to survive
Justice: best interest of company and customer is key for team members
Best product in a very specific segment of the market
Lead, influence the market – be ‘ahead of the game’
Dynamically changing market Highly affected by legislative changes
Justice: employees perceive fair treatment, e.g. diversity, respect.
Intelligent, competitive individuals at company
Recognized as high in integrity and interest in social welfare in industry
Recognition of importance in ‘greater society’ of relevant industry in general
Accountability: peer and client judgment and personal performance
Segregated – Teams tight, but tend to be in ‘silos’ in terms of communication and cross-team collaboration efforts
Extremely intelligent, talented team Competition for talent (technical, industry expertise) very high.
Accountability: leadership accountability inconsistent – perceived favoritism or generally inconsistent/not understood.
No time or perceived support of learning opportunities, especially outside of company
Collaborative, in the best interest of partners and consumers
Motivation: Intrinsic motivation- listened to, respected and impactful to team, organization and clients. (vs. comp, benefits)
Reactive (quickly) to environmental (industry, market, etc.) change
Ethics: alignment w personal values – no pressure to act unethically
Good, caring, genuinely respectful and trusting people
Work-life balance is respected but long hours to make client/team happy is normal and expected
Work-life balance: varying opinions… fairly flexible, but long hours is part of the deal for some.
Integrity: Concern that the company does not fulfill obligations (overpromises and under-delivers)
Sink-or-swim environment
Client expectations are main determinant of ee value, satisfaction and performance
Trouble focusing on client needs versus competitive image – hurts/disappoints clients
Fill in OC, Env, OI, and Ethics
• Summary of this data for each section
… into Defining StatementsConstructs Organizational
ConceptOrganizational
IdealEnvironmental
ViewsEthical
Convictions
Convictions
We are structurally aligned with our
goals
People shouldn’t be leaving our organization
We must be highly competitive
Employees should be treated well
Autocratic and working from the
top-down
We should have clarity of our goals
We are currently below industry
standards
Employees should be trusted
We are the leader in the process-control
industry
Decision-making should be more
collaborative
We have a long sales-cycle and
need back-log to survive
We should follow through on
commitments
We are resistant to change
We should meet our goals
Customers deserve to have their needs
met
Employees should be happy at our
organization
Defining
Statements
Our leadership is more focused on
market opportunities
than employees and customers
We should have an organizational
culture that allows us to stay
ahead of our sales goals, and
keep good employees
To stay alive and remain #1 in the industry, we need
to attract and retain the best
people.
Employees and customers are
our most critical assets.
Defining Statements
Organizational ConceptThe organization is young, fast-paced, innovative and competitive, offering the best product in the market but often reactive to market change. The organization struggles with competing demands of competitive image, client satisfaction and innovation – promising but often failing to meet in one or all areas.The organization promotes knowledge and intelligence, but does not provide much opportunity for learning outside of the organization.Teams: Most teams collaborate well within themselves, but are very compartmentalized between teams. Team members: Highly intelligent, individually motivated, hardworking employees that are passionate about client satisfaction, success and learning opportunity
Environmental ViewsThe relevant industries – technology and healthcare - are extremely competitive and ever-changing, requiring constant innovation, and aggressive talent recruitment and development to ensure the best quality output to survive, as well as rapid, proactive adaptation to changes. The product is the best in the market now, but always at risk of falling behind if the company doesn’t constantly keep up.
Organizational IdealThe company intends to be a best-of-breed, integrating agent, providing the highest level of expertise, strategic direction and innovation with partnering entities to deliver the best solution and have an impact on the market.
Ethical ConvictionsMembers within this organization hold each other individually to very high standards of integrity, respect for individuality and performance; expected by others and themselves to do whatever it takes to meet the customer’s expectations within ethical boundaries. Recognition of performance is inconsistent across of the organization. Satisfaction and motivation is intrinsic.
Organizational Life Style
• Statement to represent the Organizational Life Style: Self-defining, guiding action that shows the line of movement or direction of the organization(1) Movement toward fictional, final goal…
to lead and influence their market.Be ahead of others through superior
innovation, product and service excellence, intelligence, creativity,
collaboration and influence.
Inspire and influence the direction of
change in the market
Organizational Life Style
to lead and influence the [ ] market….• The organization exemplifies the fast-paced, constantly changing market
environment by promising and expecting extremely rapid delivery of innovative, quickly adapting, high quality results from individuals and teams across the organization.
• The organization attracts and hires individuals they perceive as highly (or “the most”) intelligent, talented, adaptable, competitive and intrinsically motivated, requiring little or no guidance or assistance to be effective quickly and consistently.
• Managers at the team level create highly collaborative, innovative and success-driven teams.
• Accountability is highly visible, based on self, peer/team and customer standards with limited direct feedback or standards set by higher levels of leadership.
• The organization confidently represents itself both internally and externally as the best, most innovative and impactful organization in the market in terms of talent superiority, technology, partnering relationships and expertise.
Life Style Typology
“Superior”•Organization is striving to be superior to any other similar organizations in the marketplace.
Competence Culture [Schein]
•This superiority goes beyond product superiority, which most organizations also strive for. It incorporates:
– Team member talent and intelligence– “Leading” industry presence– Competitive leadership/market share– Internal culture of superiority of performance, drive
Alignment Analysis: between convictions
Potential Misalignment areas: Examples Organizational Concept vs Environmental View
Organizational Concept
Many stated the organization tends to be reactive to change, often at the last minute (‘scrambling’)
Focus of time and resources on customer needs versus innovation, learning and creative opportunity
Environmental Views
Industry/environment requires proactive preparation for
change
AND cutting-edge innovation to stay ahead
Organizational Ideal Ethical Convictions
Alignment Analysis: between convictions
• Focusing on Misalignment areas:• Organizational Concept – Environmental
Views It is perceived that the industry/environment requires proactive
preparation for change AND cutting-edge innovation to stay ahead However, many stated the organization tends to be reactive to
change, often at the last minute (‘scrambling’) Focus of time and resources on customer needs versus innovation,
learning and creative opportunity
Potential risk of failing to keep up with industry requirements and/or falling behind the
competition? Potential risk of not having the reputation of
‘market-leader’ as ultimately desired?
?
Alignment Analysis: between convictions
Potential Misalignment areas: Examples Organizational Concept vs Ethical Convictions
Organizational Concept
Overall product quality, integrity, service standards not met per some customers and team membersPromises made with high expectations that are unattainable
[unable to meet expectations]
Environmental Views
Organizational Ideal Ethical Convictions
Individuals held to high standards of performance by peers and customers, = intelligence and value…
[team members accountable to meet expectations]
Alignment Analysis: between convictions
• Focusing on Misalignment areas:• Organizational Concept – Ethical Convictions
Individuals held to high standards of performance, display of intelligence and value… However, overall product quality, integrity, service standards not
met per some customers and team members Promises made with high expectations that are unattainable
Potential for discouraged talent if set up to fail?
Potential risk of burning out, work-life balance issues, if team members trying to
achieve overpromised goals?Compartmentalization worsens issue as
blame gets passed around?
?
Alignment Analysis: between convictions
Potential Misalignment areas: Examples Organizational Ideal vs Environmental Views
Organizational Concept
Environmental Views
Environmental View focused on competitive, aggressive
market… talent and market demands
[We have to beat everyone else]
Organizational Ideal
Organizational Ideal focuses heavily on collaboration and integration with partnering entities across the entire
industry
[Be willing to partner with everyone else]
Ethical Convictions
Alignment Analysis: between convictions
• Focusing on Misalignment areas:• Organizational Ideal – Environmental Views
Environmental View focused on competitive, aggressive market… talent and market demands However, Organizational Ideal focuses heavily on collaboration
and integration with partnering entities…
Potential risk of not appropriately recognizing or denying partnering opportunities with other companies as the company protects
itself in a highly competitive market?Does the organization effectively partner with
other entities better than they collaborate between teams
?
Alignment Analysis: between convictions
Potential Misalignment areas: Examples Organizational Ideal vs Ethical Convictions
Organizational Concept
Environmental Views
Organizational Ideal
Leadership and recognition as the innovative market leader is core to the Organizational Ideal
[Innovate… Take Risks]
Ethical Convictions
Ethical Convictions strongly lean on accountability through peers and customers – must satisfy at
all cost.
[Fear of Taking Risks]
Alignment Analysis: between convictions
• Focusing on Misalignment areas:• Organizational Ideal – Ethical Convictions
Leadership and recognition as the innovative market leader is core to the Organizational Ideal However, Ethical Convictions strongly lean on accountability
through peers and customers – must satisfy at all cost.
Potential risk of not having the reputation of ‘market-leader’ as ultimately desired if leadership does not push innovation, creativity and prioritize accordingly, even above customer satisfaction at
times?Constantly competing priorities to innovate versus
scramble to meet customer needs, as this is the area of accountabilty?
?
Results Summary
Life Style goal: leading and influencing the market5 patterns of movement toward that goal defined
Life Style Typology: SuperiorMain misalignment themes pointed out for further analysis
Not a measure of “good or bad” culture, just a discovery of underlying themes and patterns to bring to awareness and consider for improvement
Alignment Issues: Summary Results
• 9 Major issues to consider…1. Individualistic, competitive teams compartmentalized, but visibly
accountable to meet customers’ needs = blame, mistrust and frustration between teams
2. Innovation vs Client Satisfaction – one is a goal, the other is the accountability factor
3. Goal of leading, affecting a highly dynamic market, but no high level innovation recognition or accountability
4. Talent, expertise, knowledge are key however, lack of promotion of knowledge/skill development opportunities
5. Visible accountability by peers and customers, versus standardized by leadership, causes confusion for some, perceived unfairness for others, and general inconsistency
Alignment Issues: Summary Results
• 9 Major issues to consider… 6. Severe accountability by peers and customers versus clear, management-
set expectations puts work/life balance in unpredictable hands7. Leadership in a volatile market is the goal, however, reaction to change
often after-the-fact, information distribution is limited8. Intensity of competition with external entities and collaboration ideal
may cause conflict or missed opportunities if the ‘right’ partners are not recognized
9. Partnership and collaboration is a key defined goal for success, but issues with inter-team collaboration is a clear weakness.
Organizational Health Indicators
• Flexibility and Adaptability to Change Strength as open system… continual and open interaction between
the organization and environment; congruence of internal subsystems to perform as expected in light of current conditions
Concern… proactive enough in this area or susceptible to subsystems being caught off-guard?
Organizational Health Indicators
• Reported patterns of behavior, beliefs re: striving for superiority/significance…
to lead and influence their market.
1. Best Solution/Product and Service Excellence2. Integration agent of change in the market with partners3. Expertise, strategic direction and innovation to greatly influence market
Be ahead of others through superior
innovation, product and service excellence, intelligence, creativity,
collaboration and influence.
Inspire and influence the direction of
change in the market
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Organizational Health Indicators
• Reported patterns of behavior, beliefs re: striving for superiority/significance…1. Best Solution/Product and Service Excellence
- Sincere concern in delivery of best product (despite variability of what is defined as ‘best’
- Cross-team communication barriers, mistrust, blame if perception of product (esp. by customers) is not the best
- Image of superiority, lofty commitments and expecting delivery from others
2. Integration agent of change in the market with partners- Efforts to focus on partnership evident in documentation and much feedback- Partnerships that are non-customer and non-sales not discussed as much
3. Expertise, strategic direction and innovation to greatly influence market- High talent and skill at hire – lack of opportunity for skill growth however - Concerns regarding focus areas… customer satisfaction and reaction versus innovation
Organizational Health Indicators
• Perceived organizational support and interest in the greater good High ratings for integrity internally and externally, showing interest in the
greater good Work-life balance and justice questions rated high Feelings that organization’s purpose is socially good
Commitment to integrity and work-life balance ideals questionable per other notes and responses
Inconsistent accountability and delivery of learning opportunities put into question interest in employee needs of equity and skill/professional development
Organizational Health Indicators
• Employee desire to provide service to the organization Very high results in the self-motivation, service oriented aspect of individual
performance High interest in the success of the organization, for reasons beyond self-
preservation
Summary
• Life Style goal: leading and influencing the market• Life Style:
5 patterns of movement toward that goal defined
• 9 main misalignment themes pointed out for further analysis
• Organizational Health Dynamics rated generally high, though potential risk areas are defined for exploration with the organization
• Not a measure of “good or bad” culture, just a discovery of underlying themes and patterns to bring to awareness and consider for improvement
Conclusion
GOAL 1: Demonstrate the Organizational Life Style Assessment ToolStraightforward framework to organize and analyze large amounts of data for meaningful results, such as overarching goal.
GOAL 2: Utilize Life Style data to uncover alignment issues, which may provide new insights into strengths and potential issues within the organizationUncovered potential risk areas in light of their unique goals, which is an effective way to approach change opportunities.
GOAL 3: Consider the usefulness of the Organizational Life Style Assessment results as an indicator of organizational health and effectiveness.Broad recognition of potential issues combined with health measures open communication opportunities about underlying themes that may not surface otherwise
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