WELCOMEOrganizational Culture

SESSION OVERVIEW

Get Set! (Penn State) Overview of cultural intelligence Explore the many dimensions

of culture Why culture matters Organizational culture Identify your culture Moving culture forward —

achieving cultural alignment Case study Summary and reflection

GET SET!

What Happened at Penn State?Founded in 185524 campuses17,000 staff and faculty100,000 studentsWorld campus — 10,000 online2011 rocked by scandal2015 Best College designation

http://www.nbcnews.com/video/nightly-news/45175925#45175925http://abcnews.go.com/GMA/video/penn-state-scandal-joe-paterno-speaks-15370022

CULTURAL INTELLIGENCE COMPONENTS

The Differences Difference Makes

Cultural Intelligence makes it possible to see and honor difference. Moreover, it understands the details of differences and then seeks to build bridges of understanding to connect and communicate.

WHAT IS CULTURE?

Culture refers to the cumulative deposit of knowledge, experience, beliefs, values, attitudes, meanings, hierarchies, religion, notions of time, roles, spatial relations, concepts of the universe, and material objects and possessions acquired by a group of people in the course of generations through individual and group striving.

A culture is a way of life of a group of people - the behaviors, beliefs, values, and symbols that they accept, generally without thinking about them, and that are passed along by communication and imitation from one generation to the next.

EVIDENCE OF CULTURE

Community Culture Organizational Culture

WHY CULTURE MATTERS

ORGANIZATIONAL CULTURE

Kim Cameron and Robert Quinn

WHERE YOU STAND . . .

. . . DEPENDS ON WHERE YOU SIT!

CULTURE IS VARIED AND PERVASIVE

• Macro cultures are large cultures that span beyond organizations.

• Organizational culture is shared, basic assumptions that make two organizations in the same industry different from one another.

• Subcultures are defined by the basic assumptions within different departments.

• Micro cultures represent what is true for small groups within departments.

Edgar Schein—

Organizational Culture and Leadership

THE SIX CULTURES OF THE ACADEMY

Culture Key Attributes - Finds meaning primarily:

Collegial In the academic disciplines represented by faculty in the institution.

Managerial In the organizations, implementation and evaluation of work that is directed towards specific goals/purposes.

Developmental In the creation of programs and activities that further personal and professional growth of all members of the community.

Advocacy By establishing equitable and egalitarian policies and procedures for the distribution of resources and benefits.

Virtual By responding to the knowledge generation and dissemination capacity in a post-modern world.

Tangible In its roots, its community, and its spiritual grounding.

SURVEY YOUR CULTURE

Questions Most people. . .

1-12 Think that this institution exists to/as . . .

13-18 Most people in this institution believe that . . .

19-24 Most people in this institution believe that . . .

25-30 Most people in this institution believe that . . .

31-36 Most people in this institution value . . .

37-42 Most people in this institution tend to trust in . . .

43-48 Most people in this institution value . . .

49-54 Most people in this institution find meaning in . . .

55-60 Most people in this institution are particularly interested in . . .

61-66 Most people in this institution do not want . . .

67-72 People in this institution most fear . . .

CLAIM YOUR CULTURAL IDENTITY

Take 15 and Review Your Cultural IdentityImpact on Your Organization

BRIDGING THE GAP

ALIGNMENT

BACK TO PENN STATE

Colonial Heritage (Macro) Founded to serve the needs of science

and agriculture Expands to fulfill its charter as a more

comprehensive, research-oriented university

Storied Football Past Hero worship Jack Paterno Blinded by success

Ownership Issues What is the true identity? What happens when the hero is gone?

Redefining Penn State Remember roots Connect to central purpose Align macro and micro cultures

Cultural Identity

Colonial Heritage

Academic Excellence

Storied Football Past

Managerial Culture

BUILDING ALIGNMENT

I DON’T WANT TO BE ONE THING . .

Divergent - Behavioral Cultures Hunger Games - Work Cultures

INFLUENCING ALIGNMENT

“Sometimes, if you want to change a man's mind, you have to change the mind of the man next to him first.”

― Megan Whalen Turner, The King of Attolia

“Influence is effective when it is collaboratively achieved and without recourse to direct manipulation or authority."

RICHARDSON COLLEGE CULTURE

Cultural Identity

Foundation: Control Managerial - Hierarchical

Growing: CompetenceAdvocacy - Virtual

Desired: CollaborationDevelopmental - Market Collegial

ASSIGNMENT

Take 75 Minutes

Form into teamsReview materialsDesignate roles

Facilitator Time Keeper Reporter/Recorder

Outline review processRecord key observationsPrepare summary reportReport recommendation

REPORT ON RESULTS

What are the important issues at stake? How would you influence the micro culture of the culinary

program in a positive way? What do you need to support your efforts and facilitate your

success?

SUMMARY

• Culture is varied and pervasive.

• Culture matters.

• Culture is observable.

• Culture is assessable.

• Culture is adaptable.

• Culture evolves.

• Culture may be found at all levels.

• Subordinate levels may influence the surrounding environment.

• YOU can make a difference by aligning cultural values, attitudes, and behaviors.

• Be attentive, be persistent, be persuasive!

QUESTIONS OR COMMENTS

Questions

Comments

REFLECTION