I agreeto Idea Indicators for Companies Culture and How to Change

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I disagreeto Idea Indicators for Companies Culture and How to Change

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Indicators for Companies Culture and How to Change

Length:
90 min

I think there is much talk about companies strategie and vision all the time in many companies. But there is little talk about companies culture. Why is this? Because culture is much more difficult to state and to change than strategy.

I think, the stoosian ideas are much about changing company cultures and thus I propose, to discuss the following questions in a session:

1. How can a companies culture be described (and maybe even measured?)?

2. How can I know what culture exists in a given company? Again, can I even "measure" it?

3. How can then a company culture enabling stoosian behaviour be described?

4. What are the benefits of a stoosian company culture? What are stoosian companies good at? What are they not good at?

5. What are indicators for a stoos-compatible culture in a company?

6. What are indicators for a non-stoos-compatible culture in a company?

7. What are necessary preconditions to change a companies culture?

8. What are show stoppers for cultural change?

9. What are good practices for cultural change?

Does anybody else find this topic interesting? Maybe it's to much for one session?

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Submitted by fabian.schiller 1 year ago

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  1. The idea was posted
    1 year ago

Comments (5)

  1. Erick Wuestman

    It will be too much for 90 minutes, but we can grab a lot of it I think.

    I would suggest to You and other particioners to find out about Spiral Dynamics. It shows how people and organisations evolve and what the value's are of other levels of existence. I Think what You discibe as Stoosian behaviour is wat Spiral Dynamics calls Green and mostly Yellow. This is the next step of behaviour following Orange en the rules and planning and control of Bleu.

    In Holland the group of DeLimes calls this Rijnlands behaviour, or New European. As the opposite of the planning and control Anglo American MBA behaviour.

    11 months ago
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  2. ilja.preuss

    Other models we might wanna look at:

    Tribal Leadership: to me, stoosian organizations need to be at stage 4 or 5. How do you get there?

    Power- vs. Control-Cycle: most orgs live in the latter, stoosians leverage the former

    WorldBlu: 10 principles of democratic workplaces

    11 months ago
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  3. Eugen

    I like the topic. The focus on company strategy and vision but a lack of focus on culture is spot-on. Somebody whose name I don´t recall brought it to the point: "if we only knew how to go about cultural matters."

    In my experience, a range of so called cultural issues are no cultural issues but functionality shortcomings. Fix those and the cultural issues are a lot smaller.

    Another something preventing cultural change needs is our unconscious mind. We hear things, even facts, yet the unconscious mind filters it out. At this session, I’d be happy to share an experience where I have learned this the hard way and how it was possible to get over it. What I can say already is that traditional techniques are ineffective. However, there are effective techniques.

    The other experience I’ve made is that complex challenges like this cultural change needs are best addressed indirectly.

    11 months ago
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  4. mvaleriacarv

    I like the idea.

    10 months ago
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  5. Steffen Lentz

    I agree, and suggest to omit the questions pointing towards a linear and mechanistic approach («measure», «practices» etc.). Culture is a social phenomenon. 

    10 months ago
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