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Diagnosing and Changing Organizational Culture
Kim S. Cameron
In a sentence
A practical, research-grounded guide to diagnosing and transforming organizational culture using the Competing Values Framework and its validated assessment instruments.
Most major organizational change efforts—TQM, downsizing, reengineering—fail not because the techniques are flawed but because the organization's underlying culture remains unchanged. In this third edition of their landmark work, Cameron and Quinn give managers, consultants, and change agents a validated toolkit for surfacing, mapping, and shifting the values that quietly govern 'how things are done around here.' Built on the Competing Values Framework (named one of the forty most important models in business history), the book provides the Organizational Culture Assessment Instrument (OCAI) to plot an organization across four culture types—clan, adhocracy, market, and hierarchy—and a complementary Management Skills Assessment Instrument (MSAI) to align individual managerial competencies with the desired culture. Through a nine-step change methodology, vivid case studies, and decades of comparative data from over 100,000 respondents, the authors show how to move systematically from a current to a preferred culture while recognizing that lasting culture change is inseparable from personal behavioral change.
The four lenses
- Science
- Statistics
- Systems
- Strategy
Tags
The model
A causal model in which design levers (culture diagnosis, the nine-step change process, and aligned managerial competencies) shift psychological and behavioral states (culture type emphasis, cultural congruence, culture-leadership fit) that in turn drive organizational effectiveness and successful change.
Culture Diagnosis Practice (OCAI Use)design lever
The deliberate use of a validated instrument and consensus-building dialogue to surface, map, and articulate an organization's current and preferred culture types across six core dimensions.
Structured Culture Change Processdesign lever
The systematic nine-step methodology including consensus on current and preferred culture, means/does-not-mean analysis, stories, strategic actions, small wins, leadership development, metrics, and communication used to deliberately move culture.
Managerial Competency Alignment (MSAI Use)behavioral pattern
The degree to which individual managers develop and demonstrate behavioral competencies in the quadrants required by the desired future culture, assessed and improved through 360-degree feedback and personal improvement agendas.
Dominant Culture Type Emphasiscontextual condition
The relative emphasis an organization places on clan, adhocracy, market, and hierarchy value orientations, reflecting the basic assumptions, leadership styles, and definitions of success that predominate.
Cultural Congruencepsychological state
The extent to which the culture types emphasized across strategy, leadership, reward systems, employee management, and dominant characteristics are aligned and consistent with one another throughout the organization.
Culture-Leadership Competency Fitpsychological state
The congruence between the leadership and managerial competencies demonstrated in the organization and the dominant or desired organizational culture type, which the authors find predicts managerial and unit success.
Culture-Environment Matchcontextual condition
The degree to which an organization's culture profile is compatible with the demands, turbulence, and competitive requirements of its external environment.
Resistance to Culture Changepsychological state
The organizational and individual inertia, cynicism, and pushback that arise when core values and accustomed ways of life are challenged during a culture change effort.
Organizational Effectiveness and Change Successoutcome metric
The realized improvement in organizational performance outcomes such as productivity, quality, morale, customer satisfaction, adaptability, and the successful institutionalization of intended change.
How they connect
- culture diagnosis practice → influences culture type emphasis
- culture change process → predicts culture type emphasis
- culture change process − influences resistance to change
- managerial competency alignment → predicts culture type emphasis
- culture change process → influences managerial competency alignment
- culture type emphasis → predicts organizational effectiveness
- cultural congruence → moderates organizational effectiveness
- culture leadership fit → predicts organizational effectiveness
- culture environment match → moderates organizational effectiveness
- resistance to change − influences organizational effectiveness
- culture diagnosis practice → influences cultural congruence
The process
This book provides a comprehensive playbook for diagnosing, planning, and executing organizational culture change. The core of the playbook is a structured methodology that begins with a rigorous assessment of the organization's current and preferred future cultures using the Organizational Culture Assessment Instrument (OCAI). This diagnostic phase produces a clear, data-driven profile of the cultural gaps that need to be addressed. Following the diagnosis, the playbook outlines a nine-step process for creating and implementing a change agenda. This involves building consensus among stakeholders, defining the meaning of the change, identifying strategic actions and quick wins, and establishing clear metrics for accountability. A critical component of this playbook is the emphasis on aligning leadership and management capabilities with the desired culture. It introduces a parallel process for managers to assess their own skills using the Management Skills Assessment Instrument (MSAI) and develop a personal improvement agenda. This ensures that individual behavior change supports and reinforces the broader organizational transformation. Finally, the playbook provides a set of actionable processes for managing key areas such as teamwork, interpersonal relationships, innovation, and continuous improvement, which are essential for embedding and sustaining the new culture in the organization's daily operations.
Conduct OCAI Assessment and Profiling
To quantitatively assess and visualize an organization's current and preferred future cultures to identify dominant traits, strengths, and gaps for change.
When to use: At the beginning of a culture change initiative to establish a baseline and a target, or periodically to track progress.
Step 1Identify the specific organizational unit to be assessed.
Entry: A decision has been made to formally assess the organization's culture.
Exit: The scope of the assessment is clearly defined and agreed upon.
- Which organizational unit(s) to assess.
In: Organizational chart, Strategic goals for the assessment · Out: Defined scope for the OCAI assessment
ch04
Step 2Administer the OCAI to the selected group, rating the organization on six key dimensions.
Entry: The assessment scope is defined and participants are identified.
Exit: Completed OCAI questionnaires from all participants are collected.
In: OCAI instrument, List of participants · Out: Completed OCAI questionnaires
ch02 · ch04 · ch05
Step 3Score the OCAI assessments to calculate average scores for each culture type.
Entry: Completed OCAI questionnaires are collected.
Exit: Average scores for 'Now' and 'Preferred' states are calculated for all four culture types.
In: Completed OCAI questionnaires · Out: Average scores for current and preferred culture types
ch04
Step 4Plot the calculated scores to create a visual organizational culture profile.
Entry: Average scores for 'Now' and 'Preferred' culture types are calculated.
Exit: A visual culture profile comparing the current and preferred states is created.
In: Average scores for current and preferred culture types · Out: Visual organizational culture profile ('kite' diagram)
ch06
Step 5Analyze the culture profile to interpret the results.
Entry: The visual culture profile is created.
Exit: Key insights about the culture's type, strength, and gaps are documented.
- Determine which discrepancies are most critical to address.
In: Visual organizational culture profile, Industry benchmark data (if available) · Out: Analysis of cultural strengths and weaknesses, Prioritized list of cultural gaps
ch05 · ch06
Organizational Culture Change Methodology
To provide a structured, nine-step methodology for diagnosing, planning, implementing, and monitoring organizational culture change in a participative manner.
When to use: After an initial diagnosis (like the OCAI assessment) indicates a need for significant cultural transformation to meet strategic goals.
Step 1Reach consensus on the current organizational culture.
Entry: The OCAI assessment and profiling process is complete.
Exit: Key stakeholders have a shared, agreed-upon view of the current culture.
In: Completed organizational culture profiles · Out: Consensus on the current culture
ch02 · ch07 · ch09p01
Step 2Reach consensus on the preferred future organizational culture.
Entry: Consensus on the current culture has been reached.
Exit: Key stakeholders have a shared, agreed-upon vision for the future culture.
In: Completed organizational culture profiles, Strategic objectives · Out: Consensus on the preferred future culture
ch03 · ch07 · ch09p01
Step 3Determine what the changes will and will not mean.
Entry: Consensus on current and preferred cultures is established.
Exit: A clear definition of the cultural change is documented and understood.
In: Consensus on culture profiles · Out: Clarified scope and meaning of the culture change
ch07 · ch09p01
Step 4Identify stories that illustrate the desired future culture.
Entry: The desired future culture is defined.
Exit: One or two key illustrative stories are agreed upon.
In: Definition of preferred culture · Out: A set of illustrative stories
ch07 · ch09p01
Step 5Develop a strategic action agenda.
Entry: The scope of change is defined and illustrative stories are identified.
Exit: A documented action plan with specific initiatives is created.
- Which initiatives to prioritize.
In: Analysis of cultural gaps · Out: Strategic action agenda
ch02 · ch03 · ch07 · ch09p01
Step 6Identify and implement immediate small wins.
Entry: The strategic action agenda is drafted.
Exit: A list of small wins is identified and implementation begins.
In: Strategic action agenda · Out: List of small wins, Early evidence of change
ch03 · ch07 · ch09p01
Step 7Identify leadership implications and required competencies.
Entry: The preferred culture is defined.
Exit: Required leadership competencies are identified and a plan for development is in place.
In: Definition of preferred culture · Out: List of required leadership competencies
ch07 · ch08 · ch09p01
Step 8Establish metrics, measures, and milestones.
Entry: The strategic action agenda is finalized.
Exit: A measurement system for tracking progress is implemented.
In: Strategic action agenda · Out: Set of metrics and milestones
ch02 · ch03 · ch07 · ch09p01
Step 9Design and implement a communication strategy.
Entry: The overall change plan is established.
Exit: The communication plan is being actively executed.
In: Strategic action agenda, Illustrative stories · Out: A comprehensive communication plan
ch03 · ch07 · ch09p01
Create a Personal Management Skills Profile
To assess a manager's competencies through self-assessment and 360-degree feedback, creating a profile that can be aligned with organizational culture goals.
When to use: As part of a culture change initiative (specifically Step 7 of the methodology) to ensure leadership behaviors align with the desired culture.
Step 1Complete the Management Skills Assessment Instrument (MSAI) as a self-assessment.
Entry: A decision has been made to assess managerial skills.
Exit: The manager's self-assessment is complete.
In: MSAI instrument · Out: Completed self-assessment
ch08
Step 2Collect 360-degree feedback from associates.
Entry: Self-assessment is complete.
Exit: A sufficient number of completed rating forms from associates are collected.
In: Associates Rating Form, List of selected raters · Out: Completed associate rating forms
ch08
Step 3Generate and analyze the feedback report.
Entry: Self-assessment and associate ratings are collected.
Exit: The manager has a clear understanding of their competency gaps.
In: Completed self-assessment, Completed associate rating forms · Out: Personal management skills feedback report
ch08
Step 4Compare the personal skills profile with the organization's preferred culture profile.
Entry: Feedback report is analyzed.
Exit: Priority development areas that support the culture change are identified.
- Which competencies are most critical to develop to support the new culture.
In: Personal management skills feedback report, Organization's preferred culture profile · Out: List of priority development areas
ch08
Develop a Personal Improvement Agenda
To create a structured, actionable plan for an individual to develop specific management skills that support personal growth and align with organizational culture change.
When to use: After a skills assessment (like the MSAI) has identified specific areas for improvement, or when an individual proactively seeks to enhance their capabilities.
Step 1Identify specific managerial competencies that require improvement.
Entry: A skills assessment has been completed or development needs have been identified.
Exit: A short list of priority skills for development is created.
- Which skills to prioritize based on personal and organizational needs.
In: MSAI feedback report, Self-reflection on performance · Out: List of competencies to improve
ch01 · ch08
Step 2Construct a personal development plan with actionable steps.
Entry: Priority skills are identified.
Exit: A written plan with actionable steps is created.
In: List of competencies to improve · Out: Draft of personal development plan
ch01 · ch08
Step 3Set measurable goals and timelines for improvement.
Entry: Actionable steps are outlined.
Exit: The development plan includes clear goals and deadlines.
In: Draft of personal development plan · Out: Finalized personal improvement agenda
ch01 · ch08
Step 4Share the development plan with peers or mentors.
Entry: The personal improvement agenda is finalized.
Exit: Key stakeholders are aware of and support the development plan.
In: Finalized personal improvement agenda · Out: Shared commitment and accountability
ch01 · ch08
Step 5Regularly reflect on progress and seek feedback to refine the plan.
Entry: The development plan is being executed.
Exit: The plan is a living document that is regularly reviewed and updated.
In: Ongoing experiences, Feedback from others · Out: Adjusted personal improvement agenda, Demonstrated skill improvement
ch01 · ch08
Develop and Communicate Organizational Vision
To articulate a clear, compelling organizational vision and engage all staff in its development and execution.
When to use: When setting a new strategic direction, launching a major change initiative, or seeking to realign and re-energize the organization.
Step 1Engage the team in formulating the vision.
Entry: A need to define or refresh the organizational vision is identified.
Exit: A draft vision statement is created with team input.
In: Team members, Organizational values, Industry trend data · Out: Shared understanding of the desired future state
ch09p02
Step 2Identify and reframe obstacles.
Entry: A draft vision is articulated.
Exit: A list of key challenges and potential strategies is created.
- Which challenges to prioritize and how to approach them.
In: Draft vision statement · Out: List of reframed challenges
ch09p02
Step 3Exemplify and communicate the vision consistently.
Entry: The vision and strategy are finalized.
Exit: The vision is widely understood and reinforced through leadership actions.
In: Finalized vision statement · Out: Increased organizational alignment
ch09p02
Manage High-Performing Teams
To establish and maintain a cohesive, effective team that is aligned with the organization's mission and goals.
When to use: When forming a new team, seeking to improve the performance of an existing team, or leading a project team.
Step 1Establish a clear vision, mission, and objectives for the team.
Entry: A team has been formed.
Exit: The team has a shared understanding of its purpose and goals.
In: Organizational objectives, Team members · Out: Team charter with vision, mission, and objectives
ch09p02
Step 2Clarify roles and establish stable membership.
Entry: Team mission and goals are set.
Exit: All team members understand their roles and responsibilities.
In: Team objectives · Out: Defined team roles
ch09p02
Step 3Foster open communication and information flow.
Entry: The team is operational.
Exit: Effective communication channels and norms are established.
In: Communication tools · Out: Regular communication rhythm
ch09p02
Step 4Build cohesiveness and manage conflict.
Entry: The team is working together on tasks.
Exit: The team has a healthy level of trust and can resolve conflicts productively.
Out: A cohesive team environment
ch09p02
Step 5Diagnose the team's stage of development and adapt leadership style.
Entry: The team has been operating for some time.
Exit: The leader's approach is matched to the team's developmental needs.
- How to shift leadership style based on the team's current stage.
In: Observations of team dynamics · Out: Adapted leadership approach
ch09p02
Manage Effective Interpersonal Relationships
To enhance relationships between managers and their staff through clear communication, feedback, and building trust.
When to use: On an ongoing, daily basis to build a positive and productive work environment.
Step 1Communicate appreciation and care.
Out: Increased morale and psychological safety
ch09p02
Step 2Clarify expectations and be congruent.
Out: Reduced employee uncertainty, Increased trust in leadership
ch09p02
Step 3Be available and build rapport.
Out: Stronger manager-employee relationships
ch09p02
Step 4Seek feedback and address conflict directly.
- When addressing a performance or behavior issue, decide whether a coaching or counseling approach is more appropriate.
In: Staff feedback · Out: Constructive resolution of issues
ch09p02
Foster Collaborative Cultural Change
To foster a collaborative environment among colleagues that supports and accelerates individual and collective contributions toward cultural transformation.
When to use: During a culture change process to encourage peer-to-peer support, learning, and problem-solving.
Step 1Organize meetings to discuss experiences with cultural change.
Entry: A culture change initiative is underway.
Exit: A regular forum for discussion is established.
In: A team of engaged colleagues · Out: Shared understanding of personal experiences
ch01
Step 2Exchange strategies and insights among peers.
Entry: Meetings are being held regularly.
Exit: Actionable strategies are shared and discussed.
- Choosing which strategies or experiences to share.
In: Individual experiences and strategies · Out: A collection of peer-generated best practices
ch01
Step 3Collaboratively brainstorm solutions to common challenges.
Entry: Shared experiences have been discussed.
Exit: Potential solutions to common problems are identified.
In: List of common challenges · Out: A list of brainstormed solutions
ch01
Step 4Encourage ongoing dialogue about development and impact.
Entry: A collaborative environment has been established.
Exit: Dialogue about culture becomes a normal part of team interactions.
Out: Enhanced collaboration and a collective approach to change
ch01
Foster a Culture of Innovation
To create and sustain a work environment that encourages creativity, idea generation, and experimentation.
When to use: When an organization needs to increase its rate of innovation to respond to market changes or strategic goals.
Step 1Remove creativity blockers and establish accountability.
Entry: A strategic decision to foster innovation has been made.
Exit: Clear expectations for innovative contributions are set.
Out: A safer environment for creative thinking
ch09p02
Step 2Stimulate new thinking and idea sharing.
Entry: Expectations for innovation are set.
Exit: Mechanisms for idea sharing are in place.
Out: A steady stream of new ideas
ch09p02
Step 3Create a 'practice field' for experimentation.
Entry: New ideas are being generated.
Exit: A process for low-risk experimentation is established.
- Which ideas to select for experimentation.
- When to scale up a successful experiment.
In: New ideas · Out: Tested prototypes or processes
ch09p02
Step 4Recognize and reward contributions.
Entry: Experimentation is underway.
Exit: Innovative behaviors are positively reinforced.
Out: Increased motivation for innovation
ch09p02
Embed Continuous Improvement
To embed a mindset and a set of practices that promote continuous improvement across all aspects of the organization.
When to use: As an ongoing operational philosophy to ensure the organization is constantly adapting, learning, and becoming more effective.
Step 1Integrate improvement into formal systems and expectations.
Entry: Leadership has committed to a culture of continuous improvement.
Exit: Formal structures support and encourage improvement.
Out: Updated job descriptions, New reward/recognition programs
ch09p02
Step 2Implement a fast feedback system for suggestions.
Entry: Formal expectations are set.
Exit: A suggestion system is operational and responsive.
- Which improvement suggestions to prioritize for implementation.
In: Employee suggestions · Out: Feedback to employees on their ideas
ch09p02
Step 3Prioritize process and learning.
Entry: The organization is actively seeking improvements.
Exit: Learning and reflection are built into team routines.
Out: Documented process improvements, Shared learnings from mistakes
ch09p02
A candidate measure
Diagnosing and Changing Organizational Culture — derived measurement candidates
Culture Diagnosis Practice (OCAI Use)
number of respondents completing OCAI; existence of consensus profile; documented gap analysis
self-report suitability: high
Structured Culture Change Process
count of nine steps completed; number of small wins executed; communication touchpoints
self-report suitability: medium
Managerial Competency Alignment (MSAI Use)
MSAI quadrant scores; percentile ranks vs norm group; self-other rating discrepancies
self-report suitability: medium
Dominant Culture Type Emphasis
clan/adhocracy/market/hierarchy averages; strength of dominant quadrant
self-report suitability: high
Cultural Congruence
profile-shape similarity index; discrepancy points across items
self-report suitability: medium
Culture-Leadership Competency Fit
overlap between MSAI and OCAI dominant quadrants; leader promotion/effectiveness ratings
self-report suitability: medium
Culture-Environment Match
distance from industry average profile; environmental turbulence indices
self-report suitability: medium
Resistance to Culture Change
grievance counts; absenteeism rates; morale survey scores
self-report suitability: medium
Organizational Effectiveness and Change Success
absenteeism; grievances; assembly costs; quality and productivity rankings; financial returns
self-report suitability: low
The story
The reader A manager, consultant, teacher, or change agent who wants to improve organizational performance by changing the culture of their organization.
External problem
Major change initiatives keep failing and performance stagnates despite new techniques and strategies.
Internal problem
They feel frustrated and powerless facing an invisible, taken-for-granted culture they cannot name or move.
Philosophical problem
Treating culture as unmanageable or ignoring it is wrong; organizations deserve a clear, valid way to change what truly drives their success.
The plan
- Diagnose the current culture using the OCAI and reach consensus.
- Define the preferred future culture and identify the gaps.
- Interpret what change will and will not mean and capture illustrative stories.
- Implement strategic actions, small wins, leadership development, metrics, and a communication strategy.
- Align individual managerial competencies using the MSAI and personal improvement agendas.
Success
- Change initiatives succeed and performance, quality, and morale improve.
- The organization develops a clear, shared, congruent culture aligned with its environment.
- Managers' behaviors reinforce the desired culture and individuals grow.
- The organization adapts to turbulence while maintaining stability.
At stake
- Change efforts collapse and the organization reverts to the status quo.
- Cynicism, lost trust, and deteriorating morale spread after failed attempts.
- Cultural mismatch with the environment threatens survival and competitiveness.
- Mergers and strategies fail due to cultural incompatibility.
Chapter by chapter
ch01Individual Change as a Key to Culture Change
This chapter argues that individual change is essential for fostering broader cultural transformations within organizations, focusing on personal responsibility and management skills as pivotal elements.
ch02A Condensed Formula for Organizational Culture Change
This chapter provides a structured framework for diagnosing and implementing organizational culture change, outlining critical steps and methodologies essential for effective transformation.
ch03An Introduction to Changing Organizational Culture
This chapter argues that the stability once deemed desirable in organizations is now seen as stagnation, emphasizing that successful organizational change hinges on an effective transformation of culture rather than mere procedural adjustments.
- Organizational change efforts are often doomed to fail if cultural factors are not addressed thoroughly.
- High-performing organizations share a strong organizational culture as a distinct competitive advantage over others that rely solely on market metrics.
- Successful culture change requires engaging all employees and aligning their collective behaviors with the organization's values and goals.
- Empirical evidence strongly supports the relationship between organizational culture and performance, making it essential for leaders to prioritize cultural considerations in change initiatives.
ch04The Organizational Culture Assessment Instrument
The chapter explores the Organizational Culture Assessment Instrument (OCAI), a tool used worldwide to evaluate organizational culture and link it to effectiveness and performance outcomes.
- The OCAI remains one of the most widely utilized instruments globally, illustrating its practicality in assessing organizational culture across sectors.
- A well-conducted culture assessment can reveal significant relationships between cultural dynamics and organizational outcomes, from employee engagement to innovation success.
- The simplicity of the OCAI, with its six core dimensions, does not undermine its effectiveness; it enables organizations to gain critical insights into their cultural fabric.
- Organizations that take the time to understand their current culture have a greater chance of successfully navigating future challenges and seizing opportunities.
ch05The Competing Values Framework
The Competing Values Framework elucidates the multifaceted nature of organizational culture, distinguishes four core types, and establishes its critical relevance for organizational effectiveness and adaptability.
ch06Constructing an Organizational Culture Profile
This chapter guides professionals through the construction of an organizational culture profile using the Organizational Culture Assessment Instrument (OCAI), enabling them to visualize their current and preferred cultural states for effective diagnosis and potential change.
- Visualizing organizational culture through the OCAI framework enables clearer understanding and diagnosis of cultural attributes and discrepancies.
- Identifying the dominant culture type within an organization is essential for aligning cultural attributes with strategic challenges in the environment.
- Significant discrepancies between current and preferred cultural states can signal the need for substantial culture change efforts.
- Cultural congruence across various organizational attributes is associated with higher performance and effectiveness.
ch07Using the Framework to Diagnose and Change Organizational Culture
This chapter argues that diagnosing and changing organizational culture is essential for competitiveness and outlines a structured methodology, using the Organizational Culture Assessment Instrument (OCAI), to facilitate this change.
- Diagnosing and changing organizational culture is crucial for maintaining competitiveness in dynamic environments.
- The OCAI serves as an effective tool for uncovering and discussing the organization's cultural landscape.
- Fostering an open dialogue about culture can bridge gaps and prevent resistance to necessary changes.
- Culture change requires a structured methodology that includes storytelling, immediate small wins, and clear metrics for success.
ch08Individual Change as a Key to Culture Change
To achieve sustainable culture change within an organization, individual behavioral changes among its members are essential, as they create the foundation for broader transformation aligned with new cultural values.
- Culture change hinges on individual behavior change; organizational transformation is not possible without personal commitment.
- The Management Skills Assessment Instrument (MSAI) is a powerful tool for self-assessment and feedback, providing actionable insights for managers.
- Discrepancies between self-perception and peer feedback often highlight critical areas for personal development.
- Personal improvement agendas must align with organizational culture expectations to enhance the effectiveness of cultural change initiatives.
ch09p01A Condensed Formula for Organizational Culture Change (part 1/2)
Successful organizational culture change is essential for navigating the complexities of modern business environments; this chapter outlines a systematic approach to assessing and transforming culture effectively.
- Without a change in culture, most change initiatives fall short of expectations.
- The importance of consensus in defining and assessing culture profiles cannot be overstated—cooperative engagement leads to stronger alignment and commitment.
- Culture change is not a one-time effort but a 'multiyear' process that requires persistence and ongoing evaluation.
- Commitment and adaptability from leadership are crucial; without them, the potential for cultural change diminishes significantly.
ch09p02A Condensed Formula for Organizational Culture Change (part 2/2)
This chapter provides a practical framework for improving personal management competencies to facilitate effective organizational culture change, tackling the dual challenges of leading strong teams and fostering innovation.
Questions this book answers
- What is organizational culture and why does it determine the success of change initiatives?
- How can an intangible thing like culture be reliably measured and mapped?
- What are the fundamental types of organizational culture and how do they compete with one another?
- How does an organization move systematically from its current culture to a preferred future culture?
- Why is individual managerial change essential to organizational culture change?
Glossary
- Culture Diagnosis Practice (OCAI Use)
- The deliberate, consensus-driven activity of measuring and articulating an organization's current and preferred culture using a validated instrument across six core dimensions.
- Structured Culture Change Process
- The systematic nine-step methodology for designing and implementing a deliberate shift in organizational culture.
- Managerial Competency Alignment (MSAI Use)
- The extent to which managers demonstrate behavioral competencies in the culture quadrants required by the desired future culture.
- Dominant Culture Type Emphasis
- The relative emphasis on clan, adhocracy, market, and hierarchy value orientations within an organization.
- Cultural Congruence
- The alignment and consistency of emphasized culture types across the various elements and subunits of an organization.
- Culture-Leadership Competency Fit
- The congruence between demonstrated leadership/managerial competencies and the dominant or desired culture type.
- Culture-Environment Match
- The compatibility of an organization's culture profile with its external environmental and competitive demands.
- Resistance to Culture Change
- The inertia, cynicism, and pushback arising when core organizational values are challenged during change.
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Related in the literature
The measurement literature behind this signal — sourced, so you can defend it.
“The ultimate result of this cultural diagnosis activity was the successful implementation of a self-managing team approach to culture change, with minimal resistance and a greater shared awareness of the underlying strengths and future direction of the firm. Without this initial…”
— Diagnosing Changing Org Culturematch 71%
“Reach consensus; do not just average numbers. Make certain that all individuals’ perspectives are allowed to be expressed regarding where and how the organization needs to change. 9. Compare the profiles of the “Now” and “Preferred” cultures. Identify the gaps that help identify…”
— Diagnosing Changing Org Culturematch 70%
“These dominant cultures help the organization become more consistent and stable as well as more adaptable and flexible in dealing with its rapidly changing environment. Whereas these culture types tend to evolve in predictable ways over time, organizations also face the need to…”
— Diagnosing Changing Org Culturematch 69%
Resources: Diagnosing Changing Org Culture