Diagnosing Culture

#Diagnosing Culture

There is a culture diagnostic tool developed by Kim Cameron and Robert Quinn in 2006. It essentially states there are four types of organizational cultures, which exist along a competing values framework. The competing values are:

• Flexibility & Discretion vs. Stability & Control

• Internal Focus & Integration vs. External Focus & Differentiation

Using these values, Cameron and Quinn group organizations into four cultural categories depending on their results:

• Clan Culture: This culture is collaborative and people-centered, often described as a family-like environment. Teamwork, loyalty, and mutual support are emphasized. Leaders act as mentors or coaches, and the organization prioritizes cohesion, tradition, and employee well-being. Success is defined by internal climate and long-term development.

• Adhocracy Culture: Defined by innovation, agility, and entrepreneurship, this culture thrives in dynamic, fast-paced environments. Organizations encourage risk-taking, individual initiative, and creativity. Leaders are visionary and willing to push boundaries. The focus is on being cutting-edge and leading the industry through bold ideas and experimentation.

• Market Culture: This type is competitive, results-driven, and externally focused. Performance, productivity, and achieving measurable goals are top priorities. Leaders are hard-driving and demanding, and success is defined by market share, profitability, and reputation. Winning matters, and accountability is paramount.

• Hierarchy Culture: controlled, structured, formal, rules and procedures emphasized, dependability, stability, performance, and efficient operations are prioritized

###First, identify the culture you want. Many governments identify as a Hierarchy Culture and aspire to be different. But it is important to be specific and articulate what kind of culture you want, so the differences become clear. As you complete a diagnostic process, make note of the differences between the culture you have and the one you want.

###Second, interview and observe.

• Observe the common behaviors in your organization and ask others to observe them as well.

  • Which behaviors contribute to your goals?

  • Which behaviors detract from your goals?

• If you were performing at your best, which behaviors would be common? Which would be gone?

  • How would we treat residents differently?

  • How would employees exchange ideas with one another?

  • How would challenging issues get raised and resolved within the organization?

• Notice what words people use when they describe the challenges and opportunities in their organization

  • Do they say “us” and “we” or do they say “they” or “them.” The latter may indicate a lack of ownership in both the problem and the solution.

  • For example, do people talk as if “data” is someone else’s domain, like the IT department?

  • Do they say “can’t” or “won’t” or “shouldn’t” more than they say “can” or “could” or “should?” These words choices indicate the level of risk aversion and innovation among employees.

  • Do they more frequently talk about challenges than opportunities? Or is it the reverse?

  • Do they contribute to each other’s ideas or tear them down?

  • Do they talk about they way things used to be with nostalgia? Or do they talk about the way things could be with optimism?

  • Can they explain why they do certain activities or why your programs operate the way they do? Or do they put those answers to a person higher in the organization?

• Conduct interviews with employees at all levels of the organization. Focus on those who are well respected, informally influential, and attuned to the organization's culture.

• Ask everyone who they consider the ultimate stakeholder. The differences in perspectives will reveal cultural disconnects and opportunities for alignment around a common mission and vision.

• Interview stakeholders about their perceptions of the organization? Ask them about their experiences as a “customer” and write down the common words they use to describe those experiences.

  • Treat perceptions of the organization as facts.

• Identify the sub-cultures and micro-cultures through interviews, and analyze social media feedback and differences between component perceptions.

###Fourth, consider how the following factors are influencing your culture:

• Organizational Structure and Process

  • Centralization vs. decentralization

  • Autonomy vs. micro-management

  • Reporting structures and spans of control

  • Decision making processes

  • Information flows

• People

  • Leaders

  • Managers

  • Front Lines

  • Customers

  • Stakeholders

• Incentives

  • Compensation

  • Seniority

  • Recognition

  • Access

• Performance Management

  • Results/Evaluations

  • Feedback

  • Frequency

  • Remediation/Accountability