Systems & Organizational Culture

1. Systems &Organizational Culture

2. The Systematics of Systems • The Basics • A system is “a regularly interacting or independent group of (items, people, etc.) that form a unified whole.”

3. The Systematics of Systems • The Basics • A system is “a regularly interacting or independent group of (items, people, etc.) that form a unified whole.” • Examples of human systems: • Families • Friendships • Churches • Christian organizations

4. The Systematics of Systems • The importance of a systems perspective (Adapted from Leading Congregational Change by Herrington, Bonem & Furr, 2000.)

5. The Systematics of Systems • The importance of a systems perspective (Adapted from Leading Congregational Change by Herrington, Bonem & Furr, 2000.) • Systems are living organisms, because they are comprised of human beings

6. The Systematics of Systems • The importance of a systems perspective (Adapted from Leading Congregational Change by Herrington, Bonem & Furr, 2000.) • Systems are living organisms, because they are comprised of human beings • Christian organizations (and churches especially!) are spiritual and human social systems that are complex, connected, and changing.

7. The Systematics of Systems • The importance of a systems perspective (Adapted from Leading Congregational Change by Herrington, Bonem & Furr, 2000.) • Systems are living organisms, because they are comprised of human beings • Christian organizations (and churches especially!) are spiritual and human social systems that are complex, connected, and changing. • Every change changes everything!

8. The Systematics of Systems • The importance of a systems perspective (Adapted from Leading Congregational Change by Herrington, Bonem & Furr, 2000.) • A simple cause-and-effect model is too shallow to show the complexities of organizational life.

9. The Systematics of Systems • The importance of a systems perspective (Adapted from Leading Congregational Change by Herrington, Bonem & Furr, 2000.) • A simple cause-and-effect model is too shallow to show the complexities of organizational life. • Systems thinking considers interactions between different parts and causes that may not be obvious.

10. The Systematics of Systems • The importance of a systems perspective (Adapted from Leading Congregational Change by Herrington, Bonem & Furr, 2000.) • A simple cause-and-effect model is too shallow to show the complexities of organizational life. • Systems thinking considers interactions between different parts and causes that may not be obvious. • A systems view acknowledges the ongoing interaction of an organization’s spiritual and material dimensions.

11. Organizational Culture “A pattern of shared basic assumptions that was learned by a group as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.” (From Organizational Culture and Leadership by Edgar H. Schein)

12. Organizational Culture Three levels of culture: Artifacts Espoused beliefs Underlying assumptions

13. Organizational Culture • Artifacts • anything you can see, hear, taste, smell, touch • easy to see, difficult to decipher • examples?

14. Organizational Culture • Espoused Values • anything written or overtly communicated • could be “aspirational” rather than actual values • examples?

15. Organizational Culture • Underlying Assumptions • unconscious, often unspoken • deeply rooted, deeply held • provoke emotional response • ethos is a summary of the underlying assumptions • examples?

16. Organizational Culture • The hidden values are tied to the underlying assumptions • Need to uncover, then link discoveries with the hidden values they represent • Uncovering is the first step in the change process

17. Discovering Hidden Values • Budget: where does the money go? • Brochures: what do these say about what’s important, either stated or unstated? • Web Site: what kind of “vibe” does it have? what does it communicate about values? • Physical Structures: what do these say about what is important to this organization?

18. Discovering Hidden Values • Behaviors: what gets rewarded gets repeated (Andy Stanley) • personal behaviors and values are reflected in the organization • History: how was the organization started? who are heroes and villains in the corporate story? • Often, something that is good at the time can morph into something negative

19. Discovering Hidden Values • Emotional triggers: what provokes strong emotional reaction? what is the elephant in the room? • Disconnect: where does something seem to not line up between what is stated and what is actually happening?

20. Changing Hidden Values • Changingactual values is a long process. It involves much more than just changing artifacts; it must address underlying assumptions, which requires internal change