CULTURE VALUES Pete Sayers University of Bradford May

CULTURE & VALUES 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

Objective � 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. . WHAT IS CULTURE?

Definitions of Culture Artefacts Customs Beliefs A three layer cake 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 Culture at work

Three approaches to mapping cultural difference � Human Synergistics Organisational Culture Inventory (based on work on motivation by Mc. Clelland) �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

Organisational Culture First you have � Definition: to understand �”The total range of behaviours, ethics what culture is, and values that are transmitted, and how to practised and reinforced by members describe it of the organisation. ” � EFQM Excellence Model objectively. � It’s easier to feel and respond to the culture than to describe it. 8

Organisational Culture 1. 2. The Human Synergistics produces a map of the culture in terms of 12 values (styles of behaviour), and the extent to which people perceive their presence at the University 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 9 Humanistic (encouraging) Affiliative Approval Conventional Dependent Avoidance Oppositional Power Competitive Perfectionistic Achievement Self-actualising

Organisational Culture 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 presence at the University 10 6 are task focused 6 are people focused task people

Organisational Culture 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 presence at the University 4 are assertive, constructive styles 4 are aggressive, defensive styles 4 are passive, defensive styles assertive, constructive aggressive, passive, defensive 11 defensive

Defining “aggressive” and “passive” in this context 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 ORIENTED PEOPLE ORIENTED Constructive Humanistic encouraging Selfactualising Affiliative Achievement Perfectionistic Competitive Aggressive, defensive 11 10 9 8 12 1 Approval 2 3 4 7 6 5 Dependent Power Oppositional 13 Conventional Avoidance Passive, defensive

continuous performance improvement, challenging goals, energy, enthusiasm, quality input (quantity output) new challenges, innovation, ownership, receptive to change, pride, enjoyment people are open, sensitive to others, participation, personal development, mentoring, coaching co-operation, teamworking, open and friendly relationships Humanistic encouraging Selfactualising Affiliative Achievement hard work, effort, quantity input (quality output), keeping track of detail Internal win-lose framework, lower levels of cooperation Perfectionistic Competitive 11 10 9 8 Approval 12 1 2 3 4 7 6 5 Conventional conservative, bureaucratic, rulebound, new ideas suppressed, resistent to change Dependent Power status, authority, control, nonparticipative pleasing others, polite veneer, conflict suppressed, agreement expected Oppositional open conflict, confrontation, negativism rewarded, members critical of each other and ideas, 14 playing devil’s advocate Avoidance punish failure, fail to reward success, blaming, responsibility not taken, keep your head down top-down control, centralised, nonparticipative, inflexible, initiatives not allowed, obedience

OCI – Bradford PG Cert participants’ ideal - 2009 N=20 Participants from People Development’s Postgraduate Certificate in Leadership & Management Development in Higher Education 15

Ideal/target culture Human Synergistics benchmark 16

OCI – actual culture – at the University of Bradford Vice – Chancellor’s Advisory Group 2004 17

Leadership Develop-ment course -actual University of Bradford - March 2007 18

N = 169 actual culture – University of Bradford 2008 19

actual culture – University of Bradford 2009 pg cert participants 20 N = 122

Culture, vision and values Culture is the enabler. Vision is where you want to be in ”n” years time The strategic plan is what will take the organisation from where it is now to where you want it to be. A personal development plan (PDP) is what will take you, as an individual, from where you are now to where you want to be A set of values is a way of using the organisation’s everyday language to define the culture that you aspire to. A set of values indicates the type of leadership behaviour that is judged necessary to achieve the vision. The challenge is turning aspirational values into everyday behaviour 21

University of Bradford’s Values From the 2004 -9 Corporate Strategy Northwest Missouri State University’s Cultural Core Values q We focus on our students and stakeholders. q We care about each other. q We are a learning organization, continually improving our university and ourselves. q We collaborate and work together to accomplish our goals. q We master the details of what we do. q We are open and ethical. q We are leaders in our field. 22

University values 2009 The list of values Inclusive – value, harness and utilise the diversity of as currently our students and staff and celebrate the benefits they bring. proposed for the 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 By ensuring our values are considered in every aspect of the way we work we will aim to be, and continue to be: that fosters curiosity, enquiry and innovation. Supportive –nurture a learning and working environment based upon principles of self respect, tolerance and support. Adaptable –be flexible and responsive in our working practices and seek to work effectively with others Sustainable - seek to be world class and embed sustainable development and practice in everything we do.

Values Behaviour 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 Human Synergistics Ideal Leadership Circumplex Does not procrastinate Is proactive in problem solving Confident Willing to take risks Likely to explore alternatives

Comparing organisational culture with individual leadership style � � The organisational culture survey enables you to map the gap between the ideal and actual culture. The Lifestyles survey of individual leadership style enables you to see the difference between the style used by a manager and the organisational culture Ideal culture Gap? Self perception of leadership Gap? style Actual culture Gap? Others’ perception of leadership style

And now SOME OTHER WAYS OF MAPPING CULTURAL DIFFERENCE

Spiral Dynamics � � 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

Spiral Dynamics 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

Tompenaars’ dimensions � Universalism versus particularism (rules versus relationships) � Collectivism versus individualism (the group versus the individual) � Neutral versus emotional (the range of feelings expressed) � Diffuse versus specific (the range of involvement) � Achievement versus ascription (how status is accorded) Trompenaars got his data from working with managers in a variety of international businesses. He asked them to answer specific questions designed to highlight the approaches of different national groups + insights into how these dimensions affect people’s view of status, time and their place in nature 30

Examples from Trompenaars � 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