Cultural Awareness and Coherence (Principle #1)

www.organic-agility.com | All rights reserved. Copyright © 2020.
ORGANIC Agility
A strategic approach to achieving higher levels of organisational
resilience by leveraging agile values and principles

® ORGANIC agility Enabling Organizational Resilience www.organic-agility.com | All rights reserved. Copyright © 2020.
Martin von Weissenberg
Agile Coach & Trainer
agile42 Finland
martin.von.weissenberg@agile42.com
+358 400 314 159
CAL

“This is how we do things around here…”
Culture is the set of behaviors that have been
established and accepted within an organization.
Every organization
has a culture...
regardless of whether
you want it or not.

Make it easy to do the right things, and to do them right

Oct 2013
Dec 2013
Jan 2014
Jul 2014
Pictures by Annemarie Kreyenberg
Company C

Experiences
Beliefs
Experiences
Actions
Results
CultureManage
Lead
The “Results Pyramid” is copyright © Partners in Leadership LLC
shift
the
balance

1st Principle: increase cultural awareness and coherence
Organizational culture exists and manifests itself in the form of behaviors, habits, parables, sacred stories,
failure stories. By making these explicit, awareness will increase and coherence will emerge.
Culture is a lagging indicator, and can be used to measure which behaviors are successful, which stories are
"lived" and which habits stick.
If these qualities are measurable we can promote more of the stories we like to see, and less of those stories
we don’t want to see. The same applies to behaviours and habits. These can be fostered through rituals.

Speed of
feedback
Proactive vs
reactive Emotionality
Masculinity
Level of
Subordination
Isolationism
Power
distanceExtrovert vs.
Introvert
Control vs.
Flexibility
Conflict
resolution
Risk appetite
Cultural Dimensions

Culture Type: Hierarchy
Orientation: Controlling
Leader Type: Coordinator, Monitor,
Organizer
Value Drivers: Efficiency, Timeless,
Consistency and Uniformity
Theory of Effectiveness: Control and
efficiency with capable processes produce
effectiveness
Culture Type: Market
Orientation: Competing
Leader Type: Hard driver, Competitor,
Producer
Value Drivers: Market share, Goal
achievement, Profitability
Theory of Effectiveness: Aggressively
competing, customer focus produce
effectiveness
Culture Type: Adhocracy
Orientation: Creative
Leader Type: Innovator, Entrepreneur,
Visionary
Value Drivers: Innovative outputs,
Transformation, Agility
Theory of Effectiveness: Innovativeness,
vision, and new resources produce
effectiveness
Culture Type: Clan
Orientation: Collaborative
Leader Type: Facilitator, Mentor, Team
Builder
Value Drivers: Commitment,
Communication, Development
Theory of Effectiveness: Human
development and participation produce
effectiveness
Flexibility & Discretion
Stability & Control
Internalfocus&
Integration
Externalfocus&
Differentiation
Competing Values Framework

t
Culture, Market/Product Maturity and Context
Early Adopters
Early
Majority
Late
Majority
Laggards
Chasm
CultureMethods
Complex
(EmergentPractices)
Com
plicated
(Good
Practices)
Obvious
(Best Practices)
Rapid
Prototyping/XP
Scrum/
XP
Scrum/
Kanban
Kanban
Chaotic
(Novel Practices)
Complex
(Emergent)

Assessments
Assessment

Organisation culture dimensions
Example-Company
Clan
Hierarchy
Ad-hocracy
Market
Leader Type
Clan
Hierarchy
Ad-hocracy
Market
Quality Strategies
Clan
Hierarchy
Ad-hocracy
Market
Theory of Effectiveness
Clan
Hierarchy
Ad-hocracy
Market
Value Drivers
18
Dynamic data
1. Take a baseline
2. Run the survey continuously
3. Track your pilot/experiment teams
4. What happens?

Company A
• Every dot represents a decision, self-
submitted and self-signified by an
employee
• Leaders are Clannish but the Quality
Strategies are Market-driven
Organisation culture dimensions
Example-Company
Clan
Hierarchy
Ad-hocracy
Market
Leader Type
Clan
Hierarchy
Ad-hocracy
Market
Quality Strategies
Clan
Hierarchy
Ad-hocracy
Market
Theory of Effectiveness
Clan
Hierarchy
Ad-hocracy
Market
Value Drivers
18

Where 60% of respondents were with the company for les
this group. While 14,5% of the respondents were there fo
came from them; therefore a higher likelihood of negative
The more problematic the situation was, the more likely th
8
Critical
leaderTypeX
qualityStrategiesX
Rare
theoryEffectivenessX
DecisiveAction
intPrinciples
Politics
Resources
Time
RationalAnalysis
theoryEffectivenessY
Familiar
Frequency
StrategicOps
Problematic
MadeBy
Role
Tenure
TimeTaken
0 5 10 15
Importance of variable toward Emotional tone
Variable
Factors influencing Emotion
d to stories being negative or positive?
higher likelihood of being reported negatively: while 31,5% of the reports were of decisions
of the negative stories were taken right away. Decisions taken within a day made up 29% of
hile being only 19% overall of the stories.
ents were with the company for less than 6 months, 70% of the negative stories came from
% of the respondents were there for longer than 24 months, 23,5% of the negative stories
ore a higher likelihood of negative stories from recent employees or “old hands”
he situation was, the more likely the stories were to be negative
8
10 15
e of variable toward Emotional tone
ng Emotion
0
20
40
60
Negative Neutral Positive Not sure
Emotion
Problematic
How problematic the situation was
Me
The Team
Manager/Leader
Everyone
Not sure
0 10 20 30 40 50
count
MadeBy
Emotion
Negative
Neutral
Positive
Not sure
Decision made me feel ...
The approach taken to decision making was quite evenly balanced between Rational analysis, Decisive action and Collaborative consensus
building. No strong patterns were found that Rational analysis is preferred in any particular circumstance. Collaborative consensus building is
more likely to be important when decisions are strongly influenced by Peers, and in Operational rather than Strategic decisions (see next slide)
10
Right away
Within the hour
Within the day
Within the week
Within the month
Took forever
I don’t know
0 10 20 30 40 50
count
TimeTaken
Decision was made ...
20
40
60
80
100
20
40
60
80
100
20
40
60
80
100
Rational analysis
Decisive
action
Collaborative
consensus
building
T5: Decision needed ...
20
40
60
80
100
20
40
60
80
10
Resources
T6: Compromises were made on ...
0
25
50
75
100
Team leader Team member
Role
Politics
Compromise on Politics
40
60
80
100
20
40
60
Resources
Compromises: Decisions right away ...
Compromises
Observations wrt compromises made were balanced across the whole triad. Note that T6 had 38 NA’s (25%), which might
be meaningful.
Relatively few patterns were found in this triad. Quite reasonably, decisions that were made right way tended to
compromise on Time more than either Resources or Politics. Team Leaders tended to compromise more on Politics than
Team Members did, and Rare decisions involved more compromises on Politics than more frequent ones (graph not shown)
Operational/Tactical, but two thirds of these were in the “Rare and problematic” or “Familiar but difficult” categories.
This is consistent with a concentration in the Clan quadrant of the culture profile wrt Leader type, and with Agile
principles
14
Clan
Hierarchy
Ad-hocracy
Market
Leader Type
Me
The Team
Manager/Leader
Everyone
Not sure
0 10 20 30 40 50
count
MadeBy
StrategicOps
Not sure
Operational
Strategic
Decision was made by ...
Consistency between Leader
type & Decision maker Slow decisions and Long
tenure had negative impact
Flat org structure→ Rapid decisions
Managers handle
politics
Problematic
decisions turned
out negative

Company B
• Positive decisions strongly linked to Clan
culture (and Ad-hocracy)
• Negative decisions strongly linked to Hierarchy
and Market cultures

... but influenced
by colleagues?
Clan
Hierarchy
Ad-hocracy
Market
Quality Strategies
20
40
60
80
100
20
40
60
80
100
20
40
60
80
100
External Advisors
Peers Market
T1: Decision was influenced by ...
Collaborative Creative
CompetingControlling
Flexibility & discretion
Stability & control
Internallyfocussed
Externallyfocussed
Me
The Team
Manager/Leader
Advisor/Expert
A group
Not sure
0 20 40 60 80
count
MadeBy Decision was made by ...
20
40
60
80
100
20
40
60
80
100
20
40
60
80
100
External Advisors
Peers Market
T1: Decision was influenced by ...
Innovation company?
Need more Ad-hocracy
Majority of decisionsmade by managers...
And not by
customers?

Copyrights notice
All material produced in this presentation is protected by
the Creative Common License 4.0 (by-nc-sa), except as otherwise noted.
The brands and logos of agile42, Organic Agility Oa (https://www.organic-agility.com/), Enterprise Transition Framework ETF (http://agile42.com/etf/),
Team Coaching Framework TCF (http://tcf.agile42.com/) and Agile Strategy Map (http://www.agile42.com/en/agile-transition/agile-strategy-map/) are
Copyrights and Trademarks of agile42 GmbH and agile42 International GmbH, and can’t be reused without written authorization

Cultural Awareness and Coherence (Principle #1)

Recomendados

Recomendados

Más contenido relacionado

La actualidad más candente

La actualidad más candente (15)

Similar a Cultural Awareness and Coherence (Principle #1)

Similar a Cultural Awareness and Coherence (Principle #1) (20)

Último

Último (20)

Cultural Awareness and Coherence (Principle #1)