LEAD 201: Organizational Culture and Change Management

Accidental Culture

An accidental culture occurs in organizations when behaviors among employees are not aligned with the core, intentional values of the organization.

Clan Culture

Clan culture, also called a collaborative culture, is mainly focused on teamwork, relationships, participation, and company morale.

Adhocracy Culture

Adhocracy culture is primarily focused on innovation and risk-taking, creating an entrepreneurial environment where employees are encouraged to take risks.

Market Culture

In a market culture, the bottom line is the main priority, focusing on profitability and results, often using language surrounding meeting quotas and reaching targets.

Hierarchy Culture

A hierarchy culture follows the traditional corporate structure with a clear chain of command and several management levels separating executives and employees.

Visible Culture

Examples of visible culture include artifacts, dress, symbols, slogans, and ceremonies.

Step Method of Problem Solving

The steps include: Identify the problem, Describe the problem - 12 words or less, Gather Information, Analyze the problem, Look for root causes, Identify Alternatives, Brainstorm, Weigh Evidence, Choose an Alternative, Take Action, Create a plan, Delegate, Evaluate.

Emergent Stage

The emergent stage is when a problem is just beginning to happen, with no immediate threat.

Mature Stage

The mature stage is when some damage has been done and needs to be fixed before it becomes a problem with greater consequences.

Crisis Stage

The crisis stage requires immediate remediation as real, potentially long-term damage has been done.

PDCA

PDCA stands for Plan, Do, Check, Act, which is a method for continuous improvement.

Problem Identification

Is this the right problem to work on? Is this problem important and impactful for the organization?

Problem Analysis

What is the requisite information needed to fully understand the problem and its root cause?

Root Causes

Questions to consider include: What caused this problem? Who is responsible? When did the problem first emerge? Why did it happen? How do we resolve this? How do we make sure it doesn't happen again?

Alternatives

Identify alternatives by brainstorming and weighing evidence.

Take Action

Create a plan and delegate tasks to implement the chosen alternative.

Evaluate

Assess the effectiveness of the action taken and make adjustments as necessary.

Feasibility of Solution

Assessment of whether a solution can be effectively implemented and if it will be economical and practical.

Developing an Experiment

The process of identifying viable solutions, determining responsibilities, expected outcomes, performance measurement, necessary resources, and translating small-scale results to full implementation.

Do Phase

The execution of objectives identified in the planning phase of an experiment.

Check Phase

The evaluation of data and results gathered from the do phase, comparing them to expected outcomes to identify similarities and differences (GAP analysis).

Act Phase

Also known as 'Adjust', this phase focuses on improving processes by identifying and eliminating issues based on records from the do and check phases.

OODA Loop

A problem-solving method emphasizing observation, orientation, decision-making, and action, used primarily in military strategy.

Creative Problem Solving Steps

The four steps involved in the creative problem-solving process (specific steps not provided in the notes).

Thomas Kilmann Conflict Mode Instrument

A framework that identifies five conflict styles: Avoiding, Accommodating, Collaborating, Competing, and Compromising.

Competing Conflict Style

Used when quick, decisive action is needed, especially in important but unpopular issues where there isn't a clear 'right' way.

Accommodating Conflict Style

Appropriate when the issue is much more important to the other party, to limit damage, to bank favors, or when one is in the wrong.

Compromising Conflict Style

Used for moderately important goals where disruption from more assertive modes is not worth the cost, especially between equally strong parties.

Avoiding Conflict Style

Suitable for trivial issues, when there's no chance of getting what you want, or when the risks of confrontation outweigh the benefits.

Collaborating Conflict Style

Used when both parties' concerns are too important to compromise, needing insights from different perspectives, and for long-term major issues.

High Assertiveness and Cooperativeness Conflict Style

Collaborating is characterized by high levels of both assertiveness and cooperativeness.

Kurt Lewin's Force Field Model of Change

A model consisting of three stages: Unfreezing, Changing, and Freezing.

Eight Step Model of Change

A structured approach to change management consisting of eight steps: Establish a sense of urgency, Form a lead coalition, Develop a compelling vision, Communicate vision widely, Empower followers to act, Generate short-term wins, Consolidate gains, and Institutionalize change.

Rational-Empirical Strategy for Change

A strategy that assumes people are rational and will follow their self-interest, focusing on communication of information and incentives to drive change.

Normative - Re-educative

People are social beings and will adhere to cultural norms and values. Change is based on redefining and reinterpreting existing values, and developing commitments to new ones.

Power-Coercive

People are basically compliant and will generally do what they are told or can be made to do. Change is based on the exercise of authority and the imposition of sanctions.

Environmental-Adaptive

People oppose loss and disruption but they adapt readily to new circumstances. Change is based on building a new organization and gradually transferring people from the old one to the new one.

Four stages of resistance to change

Denial, Anger and Resistance, Acceptance and Exploration, Commitment.

Learning Anxiety

The prospect of learning something new in itself.

Self-Interest

Change will take away something of value (power, prestige, pay, benefits, personal contacts, etc.).

Uncertainty

Lack of information about or understanding of future events (they don't know what to expect).

Temporary Incompetence

Time period of not being able to perform at optimum levels while learning a new skill. Can lead to fear of failure and job loss, frustration, and anxiety.

Lack of conviction that Change is necessary

No clear evidence that change is needed, no urgency.

Different Assessments and Goals

People may assess the situation differently, or the change may detract from one area's performance and goals.

Lack of Confidence that Change Will Succeed

Doubt regarding the effectiveness of the proposed change.

Distrust of Leadership

Skepticism about the intentions or capabilities of those leading the change.

Threat to personal values

Perception that the change will conflict with individual beliefs or principles.

Fear of being manipulated

Seeing change as an attempt to control or influence individuals.

Lack of Inclusion

Feeling excluded from the change process or decision-making.

Diversity

Steady growth in the numbers of black, Asian, and Hispanic men and women as percentages of the workforce.

Flattening Organization Structures

Organizations are moving towards flatter structures requiring leaders who can thrive in a collaborative and cross-functional environment.

Benefits of Flatter Organizations

Improved communication, increased morale, less bureaucracy, and faster decision-making.

Democratic Leadership

Leaders give their employees the voice to put forward their ideas and opinions, fostering a collaborative and creative work environment.

U.S Census Bureau National Population Projections

The Hispanic population will increase by 11.2 percent between 2000 and 2025 to become the largest minority group in the United States.

Workforce Projections

By 2050, white men will make up only about 25% of the workforce.

Recruiting Edge

Organizations with a reputation for welcoming diverse employees will gain a recruiting edge in a shrinking labor pool.

Self Development

The process of improving oneself through various means, particularly in response to a rapidly changing technological environment.

Employee Loyalty

The commitment of employees to their employers, which has decreased compared to 10 years ago.

Staff Turnover

The rate at which employees leave a company and are replaced, which employers aim to improve through development and training.

Talent Cliff

The potential gap in availability of experienced workers due to the aging American workforce population and increased retirements.

Mentoring

A developmental partnership where a more experienced individual guides a less experienced individual.

Coaching

A process that involves training and development in which an experienced individual supports a learner in achieving a specific personal or professional goal.

Job Shadowing

A practice where an individual follows and observes a professional in their work environment to gain insights and experience.

Apprenticeship Programs

Structured training programs that combine on-the-job training with classroom instruction to prepare individuals for careers.

Gender Balance

The equitable representation of women in leadership roles, which has been shown to improve organizational results.

Workplace Gender Equality

The state of equal treatment and opportunities for all genders in the workplace, linked to economic performance and growth.

Soft Skills

Interpersonal skills such as emotional intelligence, creativity, adaptability, and time management that are essential for effective leadership.

Hard Skills

Specific, teachable abilities or knowledge sets that are often quantifiable and necessary for performing job tasks.

Leadership Potential

The capacity of an individual to lead and manage effectively, which can be enhanced through soft skills training.

Modern Leadership Development

The process of creating training strategies to prepare millennials for leadership roles as new generations enter the workforce.

Blended Approach

A training method that combines various instructional methods, such as in-person tutoring and online resources, for effective learning.

Emotional Intelligence

The ability to understand and manage one's own emotions, as well as the emotions of others, crucial for effective leadership.

Organizational Reputation

The perception of a company by its stakeholders, which can be enhanced through gender equality and effective leadership.

National Productivity

The efficiency of a country's workforce, which can be improved through workplace gender equality.

Training Strategies

Plans developed to enhance the skills and knowledge of employees, particularly in leadership roles.

Diverse Teams

Groups composed of individuals with varied backgrounds, skills, and perspectives, which require leaders to develop specific management skills.

Blended Learning

A flexible learning approach that combines traditional classroom methods with online learning.

Remote Working

A work arrangement that allows employees to work from locations outside of a traditional office environment.

Flex-time

A flexible work schedule that allows employees to choose their working hours.

Telecommuting

Working at home via computer, enabled by advances in communication and information technologies.

Work Culture

The personality of a company, influenced by the nature of its employees and their interactions.

Burnout

A state of emotional, physical, and mental exhaustion caused by prolonged and excessive stress.

Learning Agility

The ability to learn quickly and adapt to new situations, essential for successful leadership.

Artificial Intelligence (AI)

Technology developed to augment or replace human roles, such as customer service agents.

Outside Consultants

External experts hired to provide knowledge and improve skills in specific areas.

Hiring Choices

Decisions made regarding the recruitment of employees that can influence company culture.

Communication Skills

The ability to convey information effectively and efficiently in a workplace setting.

Organizational Skills

The ability to manage tasks and responsibilities effectively within a workplace.

Customer Service Team

A group of employees dedicated to addressing customer inquiries and ensuring satisfaction.

Agility in Leadership

The capability of leaders to make swift decisions during times of crisis or change.

Crisis Management

The process of handling unexpected and disruptive events in a business environment.

Geographic Location

The physical place where employees are situated, which can affect team dynamics.

Work-Life Balance

The equilibrium between personal life and professional responsibilities.

Stress

A mental and physical condition resulting from challenging or demanding circumstances.

Consultant Roles

The specific functions and responsibilities that consultants undertake within an organization.

Decision Making

The process of making choices by identifying a decision, gathering information, and assessing alternative resolutions.

Obsolete Strategies

Outdated methods or plans that are no longer effective in current business contexts.

Positive Work Culture

An environment that fosters collaboration, respect, and support among employees.

Technology in Communication

Tools and platforms used to facilitate interaction and information exchange among team members.

Engaging Employees

Organizations need to take a more innovative, people-focused approach to engage their employees and build and strengthen relationships with potential talent.