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Pete Sayers
University of Bradford
May 2009
1
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
2
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
First.........
A three layer cake
Artefacts
Customs
Beliefs
Ray French - Cross Cultural
Management in Work Organisations
CIPD 2007
5
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
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
First you have Definition:
to understand ”The total range of behaviours, ethics
what culture and values that are transmitted,
is, and how to practised and reinforced by members
describe it of the organisation.”
objectively. EFQM Excellence Model
It’s easier to feel and respond to the
culture than to describe it.
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1. Humanistic (encouraging)
2. Affiliative
The Human Synergistics 3. Approval
produces a map of the culture 4. Conventional
in terms of 12 values (styles of 5. Dependent
behaviour), and the extent to 6. Avoidance
7. Oppositional
which people perceive their
8. Power
presence at the University
9. Competitive
10. Perfectionistic
11. Achievement
12. Self-actualising
9
6 are task focused
6 are people focused
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 task people
presence at the University
10
4 are assertive, constructive styles
4 are aggressive, defensive styles
4 are passive, defensive styles
The measure we are using
from Human Synergistics
produces a map of the
culture in terms of 12 values assertive,
(styles of behaviour), and constructive
the extent to which people
perceive their presence at
the University aggressive, passive,
defensive defensive
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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.
12
TASK Constructive PEOPLE
ORIENTED ORIENTED
Self- Humanistic
actualising encouraging
Affiliative
Achievement
12 1 Approval
Perfectionistic 11 2
10 3
9 4
Competitive 8 5 Conventional
7 6
Aggressive, Power Dependent Passive,
defensive defensive
Oppositional Avoidance
13
new challenges, people are open,
innovation, sensitive to others,
ownership, receptive participation, personal
continuous performance to change, pride, development,
improvement, enjoyment mentoring, coaching
co-operation,
challenging goals, teamworking, open
energy, enthusiasm, Humanistic and friendly
quality input (quantity Self-
output) actualising encouraging relationships
Affiliative
Achievement
hard work, effort, pleasing others,
quantity input polite veneer,conflict
(quality output), suppressed,
12 1 Approval
keeping track of
Perfectionistic 11 2
agreement expected
detail
10 3
9 4
Competitive 8 5 Conventional conservative,
Internal win-lose
framework, lower
7 6 bureaucratic,
rulebound, new
levels of co-
ideas suppressed,
operation
resistent to change
Power Dependent
top-down control,
status, authority, centralised, non-
control, non- Oppositional Avoidance participative, inflexible,
participative initiatives not allowed,
obedience
open conflict, confrontation, punish failure, fail to reward
negativism rewarded, members success, blaming,
critical of each other and ideas,
14 responsibility not taken,
playing devil’s advocate keep your head down
N=20
Participants from People Development’s Postgraduate Certificate in Leadership &
Management Development in Higher Education
15
Human
Synergistics
benchmark
16
17
18
N = 169
19
N = 122
20
Culture is the enabler. A set of values is a way of
Vision is where you want to using the organisation’s
everyday language to define
be in ”n” years time
the culture that you aspire to.
The strategic plan is what will
take the organisation from
A set of values indicates the
where it is now to where you type of leadership behaviour
want it to be. that is judged necessary to
A personal development plan achieve the vision.
(PDP) is what will take you, as
an individual, from where you The challenge is turning
are now to where you want to aspirational values into
be everyday behaviour
21
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.
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The list of values Inclusive – value, harness and utilise the diversity of
as currently our students and staff and celebrate the benefits they
proposed for the bring.
2009-14 Ethical –be open, transparent and respectful, protect
Corporate freedom of thought and be a force for social change.
Strategy Reflective –be a learning organisation, with ambition
that fosters curiosity, enquiry and innovation.
By ensuring our Supportive –nurture a learning and working
values are environment based upon principles of self respect,
considered in tolerance and support.
every aspect of Adaptable –be flexible and responsive in our working
the way we work practices and seek to work effectively with others
we will aim to be, Sustainable - seek to be world class and embed
and continue to sustainable development and practice in everything
be: we do.
The
Challenge:
The implications of a set of
values for the behaviour of
those showing leadership
throughout the organisation
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
Human Synergistics Is proactive in problem solving
Confident
Ideal Leadership Circumplex Willing to take risks
Likely to explore alternatives
The organisational culture Ideal Actual
survey enables you to map culture Gap? culture
the gap between the ideal
and actual culture.
Gap? Gap?
The Lifestyles survey of
individual leadership style Self Others’
enables you to see the perception of Gap? perception of
difference between the style
used by a manager and the
leadership leadership
organisational culture style style
And now
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.
28
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
29
Universalism versus particularism Trompenaars got his
(rules versus relationships) data from working
with managers in a
Collectivism versus individualism variety of
(the group versus the individual) international
businesses.
Neutral versus emotional He asked them to
(the range of feelings expressed) answer specific
Diffuse versus specific questions designed to
(the range of involvement) highlight the
approaches of
Achievement versus ascription different national
(how status is accorded) groups
+ insights into how these dimensions affect people’s view of status, time
and their place in nature
30
An ethical
dilemma
How
would you
answer?
From Trompenaars
”Riding the Waves of Culture”
Universal
versus
Particular
32
Trompenaars – example 2
Collectivism
versus
individualism
34
