This document outlines steps for transitioning an organization from a culture of accountability to one of ownership. It begins by discussing the importance of changing individual behaviors and providing tools to inspire change. A survey of managers at Doctors Hospital revealed issues like toxic negativity and lack of commitment. The document then discusses establishing core values and invisible architecture to build the foundation for a positive culture. It introduces the concept of the Pickle Pledge to reduce complaining. Examples are given of how Midland Memorial Hospital implemented these strategies, resulting in improved outcomes like lower turnover and higher patient satisfaction. The key message is that cultural change requires changing individual behaviors.
7. Guiding insight #2
People will not change
unless given tools and
structure, and inspired to
use them.
8. “I got a whole new team and
didn’t have to change the
people because they changed
themselves.”
Paul Utemark, CEO
Fillmore County Health System
Geneva, Nebraska
9.
10.
11.
12. There is an invisible barrier on the
potential of your organization
35. What a culture of
accountability feels like
to the person being
held accountable?
36. Accountability
Doing what you are supposed to
do because someone else expects
it of you. It springs from the
extrinsic motivation of reward
and punishment.
37. Son, you’ll be proud
of your old Dad...
Today the boss held
me accountable.
38. “In the long run…
accountability encourages a
culture of evasion, denial, and
finger pointing.”
Richard Farson and Ralph Keyes: The
Innovation Paradox
39.
40.
41. No one ever won
a DAISY Award
by being held
accountable!
45. Just when you thought United’s PR
catastrophe couldn’t get any worse
46.
47.
48.
49.
50.
51. Ownership
Doing what needs to be done
because you expect it of
yourself. Ownership springs
from the intrinsic motivation of
personal pride.
52.
53. What 16* managers told me
about your perceptions of the
culture at Doctors Hospital at
Renaissance
* 90% response rate
54. Powered by
Q4: Our people are committed to their own personal development.
Answered: 15 Skipped: 1
82%
19%
55. Powered by
Q3: Our people are committed to their own professional development.
Answered: 16 Skipped: 0
56%
13%
56. Powered by
Q1: Our people know the values of our organization.
Answered: 16 Skipped: 0
69%
6%
57. Powered by
Q2: Our people are committed to assuring that those values are
reflected in how they do their work.
Answered: 16 Skipped: 0
38%
0%
58. Powered by
Q5: Our people are committed to the mission of our organization.
Answered: 15 Skipped: 1
56%
0%
59. Powered by
Q10: Our people are advocates for progress.
Answered: 16 Skipped: 0
69%
25%
60. Powered by
Q9: Our people effectively manage change.
Answered: 16 Skipped: 0
25%
0%
61. Powered by
Q7: Our people don't just complain about problems, they work to find
solutions.
Answered: 16 Skipped: 0
31%
0%
62. Powered by
Q8: Our people are role models representing our organization in a
positive light for the community at large.
Answered: 16 Skipped: 0
69%
19%
63. Powered by
Q11: Our people feel a genuine sense of pride in being a member of
our team.
Answered: 16 Skipped: 0
62%
6%
64. Powered by
Q13: I feel encouraged by my leadership team.
Answered: 16 Skipped: 0
44%
0%
65. Powered by
Q6: Our culture does not tolerate bullying, toxic negativity, or
disrespectful behavior.
Answered: 16 Skipped: 0
13%
0%
67. Powered by
Q12: Our managers effectively deal with toxic negative
attitudes/behaviors in the workplace.
Answered: 16 Skipped: 0
6%
0%
68. What 16* managers told me
about your perceptions of
yourselves
* 90% response rate
69. Powered by
Q14: I am personally committed to practicing the values of this
organization.
Answered: 15 Skipped: 1
100%
69%
70. Powered by
Q15: I am personally determined to give my best effort at work every
day.
Answered: 16 Skipped: 0
100%
75%
71.
72.
73. Powered by
Q17: What percent of total paid hours in your organization are wasted
on toxic emotional negativity (e.g. disrespect, bullying, spreading
rumors)?
Answered: 16 Skipped: 0
~25%
78. Based upon these survey
results, the San Antonio
system has a $45,000,000
cultural productivity
advantage over DHR :-o
79. Powered by
Q16: I am happy with our patient satisfaction scores.
Answered: 16 Skipped: 0
0%
0%
80. “You will never improve
student test scores by
trying to improve
student test scores.”
– Educate Texas
We will return to this
81. Let’s do some more math…
Out of 224 possibilities
(16 people x 14 questions*)
there were 14 (6%) “strongly
agree” responses.
Not counting the two “more
about me” questions
100. 100
“People who are clearest
about their personal vision
and values are significantly
more committed to their
organizations.”
James Kouzes and Barry Posner:
A Leader's Legacy
122. Core Action Value #7
Purpose
The Cornerstones
1. Aspiration
2. Intentionality
3. Selflessness
4. Balance
123.
124. The work that you
choose to do, and the
attitude with which
you choose to do that
work, are the hammer
and chisel that carve
the statue that is you.
Self Made Man by Bobbie Carlyle
125. Core Action Value #8
Vision
The Cornerstones
1. Attention
2. Imagination
3. Articulation
4. Belief
237. “If we each do our
part, we will change
our lives for the
better.”
237
238. “If we all do our parts,
we will change our
organizations for
the better.”
238
239. “And in changing our
organizations, we can
change our world for the
better.”
239
240. Joe Tye
Values Coach Inc.
Jordan Creek Plaza
PO Box 490
Solon, IA 52333
Telephone: 319-624-3889
Email: Joe@ValuesCoach.com
Twitter: @joetye
How to contact me