Evidence-Based Management Leading an EBMgt Culture Change

Denise M. RousseauH.J. Heinz II University Professor of Organizational Behavior

Carnegie Mellon Universitydenise@cmu.edu1

CULTURE IS…

What an organization or community is(not merely something it has)

A bundle of complex, social learning(Including assumptions, values, beliefs,

norms, practices, and meanings)

Attached to any social unit(department or organization, community or

society, etc.)

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Culture(s) of EBMgt

Local--led by an influential person, staff or manager

Dominant--basis of common understandings and shared values

Interventions-- EBMgt produces practices that can be a catalyst for a bundle of cultural changes Process changes such as after action reviews can

involve aspects of culture, e.g.,norms, patterns of behaviors, artifacts

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CULTURAL PATTERNS

Dominant Culture

CounterCulture

SubcultureSubculture

Culture Map

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Artifacts

Patternsof Behavior

BehavioralNorms

Values

FundamentalAssumptions

Layers of Culture 5

Artifacts

Patternsof Behavior

BehavioralNorms

Values

FundamentalAssumptions

EBMgt Culture

LearningArchives

EB Mgt Community of Practice

PsychologicalSafety

Personal GrowthFact-based MgtExcellence

Open Information Sharing &Critical Thinking

Evidence-Based Processes e.g. Checklists & Protocols

“Facts are our friends”

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Connections Among Layers of Culture

Assumptions are difficult to revamp directly….subject to revision when other layers (of EBMgt culture) are in place

Values and Norms are easier to revise--subject to incentives and attention…they shape the meaning of using evidence in decisions

Patterns of behavior can be superficial, unless Values and Norms support them.

Artifacts can reinforce PoBs, Norms & Values…EBMgt tools can span levels

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Culture-Creating Signals… Focus of attention: What do managers pay attention

to, measure, and control? Improvements and problem solving vs short-term deliverables

Reactions to crisis and critical incidents: What messages do we send? Is learning appreciated more than avoiding mistakes?

Modeling: Leaders show how to do it. How to diagnose problems in an evidence-based fashion, to search for evidence, etc.

Reward systems: Who gets selected? Promoted? Who leaves? Are stated values rewarded in practice?

Structural signaling: What values do budget decisions and other formal actions reflect? Do processes promote evidence-based practices?

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EBMgt to Improve Performance

Locally through the actions of individuals and small groups – builds local excellence (How to overcome the performance paradox?)

Organizationally through the coordinated efforts across units and departments

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Linking Subcultures/Subgroups

Same motivation system: same metrics, incentives, socialization/dev’t

Coordination: familiar w/each other, share information, collaborate via informal ties, task forces, etc.

Problem solving to manage interdependencies Reactive: solve current problems Proactive: solve anticipated

problems

Linking the Subcultures to Improve Processes

Dominant Culture

CounterCulture

SubcultureSubculture

Culture Map

Same Motivation System & Metrics

Different Motivation & Metrics

Inter-unit Problem Solving Mechanisms

Reactive for existing problems

Proactive for anticipated ones

Inter-unit Coordination

Staff familiar w/ each other

Share information

Cooperate

“The commons”

“A linkage breakdown”

PATH OF CHANGE

Old MindsetTransition

New Mindset

Constructivedissatisfaction

Beliefthat changeIs possible

Crediblevision

Practicalfirst steps

Managelosses

Activepractice

Institutionalizeto make it

last

PATH OF CHANGE

Old Mindset Transition New Mindset

Constructivedissatisfaction

Beliefthat changeIs possible

Crediblevision

Practicalfirst steps

Managelosses

Activepractice

Institutionalizeto make it

last

Stage I II III IV

Chaos

Losses Gains

Initiation Evidence of Need for Change? Compelling to

whom?

Assessing Readiness: Trust? Current conditions?

Translate Evidence for Stakeholders: Constructive dissatisfaction

Initial Design: Who is involved? Whose interests? Goals? How will new interdependencies be managed?Problem-solving Processes: Reactive and Proactive

Sequencing Changes: First things first, second..Facilitators to ease initiation?

Managing The Transition Prepare transition to new

TrainSupport people to move into broader rolesManaging new interdependencies and relationships (build familiarity, shared interests)

Manage losses (via resources/commitments)SkillsJob securityFuture opportunities

Reinforce two-way communicationreduce inevitable uncertainty/ambiguityassess needs/progress—adjust change plan

Managing the Transition (continued)

Adopt interim project-orientation (short term deliverables, goals, quick feedback)

Expand Practices Change Effects & People It Involves

End the old Symbolic (e.g., new job titles, designations) Practical (e.g. tear down walls) Formal acknowledgement (Celebration)

Feedback and redesign Periodic evaluation against metrics (lead vs lagged) User participation in interpreting data and redesign

Institutionalization

Is “change” now routine? (check occurrence)

Re-examine linkages: How changed? New supports needed?

Assess “fit” of HR practices, org’l structure, etc. Align as appropriate…

Feedback and Redesign (greatest gains come from subsequent improvements, not initial change AND nothing’s perfect the first time)

Learning: Can other parts of org benefit from this change experience? Propagate