Embedding CultureTeam PresentationOctober 3, 2012Vickie DelaneyJocelyn HarrisBethany HallRyan Mouch

HOW CULTURES EMERGE IN NEW GROUPS

Chapter 12 SummaryTeam 1

Bethany, Jocelyn, Ryan, Victoria

How Does A Group Develop A Common Way Of Thinking?

It begins with a small group interacting with each other as the result of:

An Environmental accident.

A decision to bring a group of people together for some purpose.

Or an advertised event or common experience.

Table 12.1 Stages of Group EvolutionStage Dominant Socioemotional

Focus

Group FormationDependence: “The Leader knows what we should do.”

Self-Orientation: Focus to be included and accepted

Group BuildingFusion: “We are a great group; we like each other.”

Group as Idealized Object:Focus on harmony. Member differences are not valued.

Group WorkWork: “We can perform effectively because we know and accept each other.

Group Mission & Tasks: Emotional focus on teamwork. Member differences are valued.

Group MaturityMaturity: “We know who we are, what we want, and how to get it.

Group survival and Comfort: Focus on preserving the group culture. Creativity and member differences are seen as threat.

Those Before Us Designed Our Infrastructure

They built and used motor cars powered by Petroleum

Demanded an built the roads relative for using cars.

Their purposes are acted out by us today as well as unintended consequences.

Form team relationship guidelines or team norms early.

Once developed, team norms are used to guide team member behavior.

Building New Norms Around Authority

Stage 1: Reality Test and Catharsis

Injunctive Norms Descriptive

Norms Explicit Norms

Stage 2: Building Norm Around Intimacy

Implicit Norms Subjective

Norms: Personal Norms:

Which Norms Survive? The Role of Experience and Learning

Stages 3: Stage 4:The Role of Experience and Learning

Group Work and Functional Familiarity

Group Maturity

In Summary

Every group must solve: Member identity. Common goals, and

the mechanisms of influence.

How to manage anger and love around authority and intimacy.

How Founders/Leaders Create Organizational Cultures

Cultures come from 3 major sources:1. The beliefs, values, and

assumptions of founders of organizations

2. The learning experiences of group members as their organization evolves

3. New beliefs, values, and assumptions brought in by new members and new leaders

Thanks to: 1776coalition.com

How Founders/Leaders Create Organizational Cultures

New ideas need to tested – even ones by the leaders!

Always be ready for change – even if it is difficult

Leadership is extremely important to success of cultures.

Have you ever experienced this?

How Leaders Embed Culture

Leaders assumptions

Create conditions

Culture forms and evolves

6 Powerful Ways to Culture!! Pay Attention-how,

what , when, where, why

Rewards Allocate Resources Be a role model Crisis Recruit, promote,

fire

CONFLICTED- INCONSISTENT

Leads to

subcultures/ countercultures

Say one thing – do another

Embarrass a subordinate

Play Favorites/ family- Steinberg

Another viewpoint

In Communication and Organizational Culture, Joanne Keyton states that “the strategic and spontaneous, intentional and unintentional, formal and informal, and verbal and nonverbal interactions of organizational members create an organizations culture”.

Keyton, J 2005. Communication and Organizational Culture. Thousand Oaks, CA: Sage

Other ways cultured is embedded

MESSAGES: What is the structure? The hierarchy? Are there specific procedures and rituals? What does the building look like? How are the

offices arranged? Are there stories told about the boss or others? Is there a mission and a vision?

MANAGE COMMUNICATION TO CONTROL

Manage change

To manage change you must recognize and use all these or there will be failureMay result in subcultures or countercultures

(image courtesy: dancarman.blogspot.com)

The Changing Role of Leadership in Organizational “Midlife”Differentiation and the Growth of SubculturesOrganizations will undergo a process of differentiation

as they age and grow, creating smaller units that begin to form subcultures.

Functional/occupational differentiation Geographical decentralization Differentiation by product, market, or technology Divisionalization Differentiation by hierarchical level

The Changing Role of Leadership in Organizational “Midlife”

When organizations are successful, it is necessary for them to age and grow.

They must differentiate themselves into functional, geographical, production, market, and hierarchical units.

It is the job of the leader to recognize this and facilitate this growth under the company’s value system.

Culture Change

Culture change happens differently at each stage of an organizations “life”

Early on, the founder embeds his assumptions and values

At mid life, outside managers, “hybrids” may be brought in that create culture change

Founders step down and appoint new leaders and this causes culture change

Siena Heights Baseball Turnover every year with a new coach Graduate Assistant program lasts only 2 years One player will have anywhere between 6-8

coaches in four-year career Each coach brings in different assumptions Transition can often be difficult “I have had six different coaches in three years.

Each one has a different style of coaching and different philosophies. It is tough to get into a rhythm from year to year so I try to take what I have learned from each and do what works for me.” –Anonymous SHU junior

Culture Change

The older and more established an organization is the more difficult to change the organizational culture

Change can also come about because of crisis, scandal and explosion of myths- things hidden suddenly become public

After a major crisis or scandal, turnaround or a rapid transformation happens

Crisis Brought Basic Assumptions Into Consciousness Through Bankruptcy Proceedings

Rumors of key layoffs

People leaving Delphi for other employment

Management telling us no more layoffs

Thermal Imaging Simulation

Next Exit

Departments are losing bids

My manager announced he is leaving after twenty five years at Delphi.

Delphi files bankruptcy in 2005.

Culture Change through Scandal

Delphi has also been plagued by an accounting scandal that the FBI and the Security exchange commission were investigating

Death of a culture

Merger and acquisitions- 2 cultures brought together One generally dominates The other may push back In rare instances the companies continue to operate

independently

Destruction and rebirth- the ultimate end to a culture, key persons are removed from the group and new ones inserted

References

Bluden, Andy. January 2007 Can an organization have an intention?

http;//home.mira.net/ ~andy/works/intentions.htm

Heathfield, Susan M. How to Create Team Norms Adopting Guidelines for Team Member

Relationships

http://humanresources.about.com/od/teambuilding/ht/group_norms.htm