Culture & Values

1. Pete Sayers University of Bradford May 2009 Culture & Values

2. Aims - To investigate the relationship between culture and values To present the Human Synergistics Organisational Culture Inventory To contrast the culture Bradford has & the values Bradford espouses Aims

3. Objective • To map the gap • Between actual culture and espoused values • To build the bridge • The plan to get us from where we are now to where we want to be • To cross the bridge • Action to be taken

4. First......... What is culture?

5. Definitions of Culture • Artefacts • Customs • Beliefs • A three layer cake Ray French - Cross Cultural Management in Work Organisations CIPD 2007

6. Culture at work Cultural influences on groups – Heritage – the extent to which people share a common heritage Education – the extent to which a common level of education determines attitudes and behaviour Organisation – the norms and values of the workplace

7. Three approaches to mapping cultural difference • Human Synergistics Organisational Culture Inventory (based on work on motivation by McClelland) • maps behaviours & values in organisations • Spiral Dynamics (Beck & Cowan) • maps changes in thinking over time as societies develop • National / International Cultures (Hofstede, Trompenaars) • Maps differences in thinking & behaviour between people from different parts of the world

8. Organisational Culture First you have to understand what culture is, and how to describe it objectively. • Definition: • ”The total range of behaviours, ethics and values that are transmitted, practised and reinforced by members of the organisation.” • EFQM Excellence Model • It’s easier to feel and respond to the culture than to describe it.

9. The Human Synergistics produces a map of the culture in terms of 12 values (styles of behaviour), and the extent to which people perceive their presence at the University Humanistic (encouraging) Affiliative Approval Conventional Dependent Avoidance Oppositional Power Competitive Perfectionistic Achievement Self-actualising Organisational Culture

10. The measure we are using from Human Synergistics produces a map of the culture in terms of 12 values (styles of behaviour), and the extent to which people perceive their presence at the University 6 are task focused 6 are people focused Organisational Culture task people

11. The measure we are using from Human Synergistics produces a map of the culture in terms of 12 values (styles of behaviour), and the extent to which people perceive their presence at the University 4 are assertive, constructive styles 4 are aggressive, defensive styles 4 are passive, defensive styles Organisational Culture assertive, constructive aggressive, defensive passive, defensive

12. Defining “aggressive” and “passive” in this context Aggressive Passive Behaviour continuum Aggressive = styles of behaviour intended primarily to meet one’s own needs. Aggressive styles get things done but often at the expense of others. Passive = styles of behaviour intended primarily to meet the needs of others. Passive styles provide safe environments through subordination of self. Assertive, constructive styles come in the middle of this continuum, achieving a balance of needs, based on an ”I’m OK; you’re OK” belief.

13. TASK ORIENTED PEOPLE ORIENTED Constructive Humanistic encouraging Self-actualising Affiliative Achievement 12 Approval 1 11 2 Perfectionistic 10 3 4 9 Conventional Competitive 8 5 7 6 Dependent Passive, defensive Aggressive, defensive Power Oppositional Avoidance

14. new challenges, innovation, ownership, receptive to change, pride, enjoyment people are open, sensitive to others, participation, personal development, mentoring, coaching continuous performance improvement, challenging goals, energy, enthusiasm, quality input (quantity output) co-operation, teamworking, open and friendly relationships Humanistic encouraging Self-actualising Affiliative Achievement hard work, effort, quantity input (quality output), keeping track of detail pleasing others, polite veneer,conflict suppressed, agreement expected 12 Approval 1 11 Perfectionistic 2 10 3 4 9 Competitive 8 5 Conventional conservative, bureaucratic, rulebound, new ideas suppressed, resistent to change Internal win-lose framework, lower levels of co-operation 7 6 Dependent Power top-down control, centralised, non-participative, inflexible, initiatives not allowed, obedience status, authority, control, non-participative Oppositional Avoidance punish failure, fail to reward success, blaming, responsibility not taken, keep your head down open conflict, confrontation, negativism rewarded, members critical of each other and ideas, playing devil’s advocate

15. OCI – Bradford PG Cert participants’ ideal - 2009 N=20 Participants from People Development’s Postgraduate Certificate in Leadership & Management Development in Higher Education

16. Ideal/targetculture Human Synergistics benchmark

17. OCI – actual culture – at the University of BradfordVice –Chancellor’s Advisory Group 2004

18. Leadership Develop-ment course -actual University of Bradford- March 2007

19. actual culture – University of Bradford 2008 N = 169

20. actual culture – University of Bradford 2009pg cert participants N = 122

21. Culture is the enabler. Vision is where you want to be in ”n” years time The strategic plan is what will take the organisation from where it is now to where you want it to be. A personal development plan (PDP) is what will take you, as an individual, from where you are now to where you want to be A set of values is a way of using the organisation’s everyday language to define the culture that you aspire to. A set of values indicates the type of leadership behaviour that is judged necessary to achieve the vision. The challenge is turning aspirational values into everyday behaviour Culture, vision and values

22. University of Bradford’s Values From the 2004-9 Corporate Strategy Northwest Missouri State University’s Cultural Core Values • We focus on our students and stakeholders. • We care about each other. • We are a learning organization, continually improving our university and ourselves. • We collaborate and work together to accomplish our goals. • We master the details of what we do. • We are open and ethical. • We are leaders in our field.

23. University values 2009 • Inclusive – value, harness and utilise the diversity of our students and staff and celebrate the benefits they bring. • Ethical –be open, transparent and respectful, protect freedom of thought and be a force for social change. • Reflective –be a learning organisation, with ambition that fosters curiosity, enquiry and innovation. • Supportive –nurture a learning and working environment based upon principles of self respect, tolerance and support. • Adaptable –be flexible and responsive in our working practices and seek to work effectively with others • Sustainable - seek to be world class and embed sustainable development and practice in everything we do. The list of values as currently proposed for the 2009-14 Corporate Strategy By ensuring our values are considered in every aspect of the way we work we will aim to be, and continue to be:

24. Values Behaviour • The implications of a set of values for the behaviour of those showing leadership throughout the organisation The Challenge:

25. Friendly, Accepts others values Relies on own judgement Forgiving Not bound by policy Agreeable Able to bend the rules when necessary Not upset by change Tactful Does not depend on others for ideas Likes responsibility Capable of taking charge Does not procrastinate Is proactive in problem solving Confident Willing to take risks Likely to explore alternatives Human Synergistics Ideal Leadership Circumplex

26. Comparing organisational culture with individual leadership style • The organisational culture survey enables you to map the gap between the ideal and actual culture. • The Lifestyles survey of individual leadership style enables you to see the difference between the style used by a manager and the organisational culture Ideal culture Actual culture Gap? Gap? Gap? Self perception of leadership style Others’ perception of leadership style Gap?

27. And now Some other ways of mapping cultural difference

28. Spiral Dynamics • This model explains cultural difference as an evolutionary process of human development. • Organisations (from countries to companies) can find themselves at a location on the spiral, and also evolve through change and development. • Individuals, too, can be seen to develop along the spiral as they grow. • The spiral is a continuum represented spacially in two dimensions – evolution through time is one dimension, the other is the individual (expressive)/ group (collective) dimension.

29. Spiral Dynamics People have a way of thinking and viewing the world that can be located at different points on the spiral depending on circumstances. Nations or organisations have a culture that spreads along the spiral and may cover a number of ”colours”. Beck & Cowan’s terms for the various stages in the spiral

30. Tompenaars’ dimensions Trompenaars got his data from working with managers in a variety of international businesses. He asked them to answer specific questions designed to highlight the approaches of different national groups • Universalism versus particularism (rules versus relationships) • Collectivism versus individualism (the group versus the individual) • Neutral versus emotional (the range of feelings expressed) • Diffuse versus specific (the range of involvement) • Achievement versus ascription (how status is accorded) + insights into how these dimensions affect people’s view of status, time and their place in nature

31. Examples from Trompenaars • An ethical dilemma • How would you answer? From Trompenaars ”Riding the Waves of Culture”

32. Universal versus Particular

33. Trompenaars – example 2 Collectivism versus individualism