refers to refers to those values, within the organization, perceived as essential to manage staff and business activities effectively
Consulting experience has shown that the Modes») that derive from the .can be strengthened in a staged process. The stages are defined by value-sets (called «
The what are our aims?
and believes in: shared values.
The what are the relevant facts?
and believes in: certain knowledge.
The what can I easily do now?
and believes in: immediate necessary action.
The what compromise satisfies the powerful groups?
and believes in: issue resolution.
The what leads to balanced development?
and believes in: inter-connections and evolution.
The who is accountable for this?
and believes in: accountability and control.
The what enables personal growth?
and believes in: aspirations and creative potential.
For more, see the matrix summary.
The natural sequence of Modes (value-sets) to be installed traces out a spiral trajectory of developmental Stages when plotted on theTET. The sets of values at each Stage cumulate.
Culture starts from the, which enables immediate necessary action. However, it soon becomes evident that some essential work is not getting done properly or at all, management is perceived as weak, and the work environment is chaotic.
In Stage-2, values from the…
can ensure accountability for all work, efficient processes and order. But, over time, structures generate inter-departmental and inter-disciplinary conflicts.
So in Stage-3, values from the…
can enable issues to be gripped and satisfactorily resolved. If pressure for achievement continues, the organization finds itself trapped without direction. (Strong management becomes reduced to knocking heads together.)
So in Stage-4, values of the…
can provide shared values and organizational objectives, which then enable a more logical variety ofopportunism.
Cycle-1 concludes by re-enteringwith a more .
In Stage-5, values of the…
meet the demand for certain knowledge of the objective realities, through collecting data and specific investigation if need be. However, it is backward looking by nature.
So in Stage-6, values of the…
can orient everyone to using their creative potential and exploring their aspirations in regard to work.
In Stage-7, values of the …
can lead to recognition of the significance of social forces, relevant interactions and feedback, and provide for team learning.
Cycle-2 concludes by re-enteringwith a far more focused and .
The analysis emphasizes the central role offor achievement. It shows how can be progressively strengthened (i.e. ratcheted downwards and to the right) to produce an ever greater and more intelligent focus on tasks and results. In its final manifestation, prompt action produces immediate benefit in a way that assists future achievement, while developing staff as individuals, responding to the market, and recognizing other needs in wider society.
The full story is far more interesting than this summary, and it starts here.
Any Stage may take 6-18 months or more, so the time-scale for the full trajectory development in culture is measured in many years. This fosters a desire to force the pace.
Alternative ideas to strengthen the culture are shown in the diagram:
X: View of most general managers: just get more done!!!
Y: View of most consultants: plan and get people pulling together!
Z: View of empirical advisors: computerize for control!
THEE firmly advises route A: install sets of values progressively!
See common reactions of managers to the challenge posed by this framework.
Originally posted: 17-Jun-2011