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Schneider Culture Model combined with Agile Principles

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You can use this presentation to facilitate a workshop to create awareness on your organization of the Agile mindset, as a change agent like a Scrum Master or an Agile Coach.

Steps:
1. Define what culture is based on the Schneider Culture Model.
2. Map Agile Principles on culture.
3. Map your company's culture on the Schneider Culture Model.
4. Have an "a-ha!" moment for your Agile needs as a company.

Materials:
Card and canvas are included in the presentation.
Post-its
Pens
Scissors

Participant:
3-6 people for each group
Min 2 groups required

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Schneider Culture Model combined with Agile Principles

  1. 1. WHAT IS CULTURE?
  2. 2. CULTURE IS… Provides consistency for people and organization Provides order and structure Way of life for people Ground rules Boundaries Communication patterns Reward& Punishment Expectation Priorities Power
  3. 3. SCHNEIDER CULTURE MODEL William Schneider has been working as a consultant psychologist for more than 40 years with different companies. Schneider describes the culture as the answer of “How we do things around here to succeed?” question.
  4. 4. SCHNEIDER CULTURE MODEL • No one culture type is better than another. They only have strengths and weaknesses. • Depending on the type of work, one type of culture may be a better fit. • Companies typically have a dominant culture with aspects from other cultures. This is fine as long as those aspects serve the dominant culture. • Different departments or groups may have different cultures. (e.g. development vs. operations) • Differences can lead to conflict.
  5. 5. SCHNEIDER CULTURE MODEL - 4 CULTURE TYPES Control cultures (COMPANY/REALITY oriented) are process-driven; the org’s success depends on data, processes, etc. Many energy, aviation, defense companies are control cultures. Control cultures want no competition – they want to be the only game in town. Leaders manage the work; control cultures are command-and-control, hierarchical. Examples: The military, police, Exxon. Collaboration cultures (PEOPLE/REALITY oriented) – people work together toward a shared goal. Here you’ll find “working managers” – everyone rolls up their sleeves. Relationships are key to getting things accomplished. Google is an example, though also has cultivation culture elements. Cultivation Cultures (PEOPLE/POSSIBILITY oriented) are often centered around a greater mission; examples include religious organizations, non-profits, social impact organizations. Leaders remove obstacles that impede attaining the org’s mission. Examples – Zappos, Doctors Without Borders. Competence Cultures (COMPANY/POSSIBILITY oriented) are innovative (possibility) and are utilize the best talent to bring ideas to bear. This culture is about being the best and winning – best product, most market share, etc. Leaders are results-driven and will hire and fire to do what needs to be done. Examples: Deloitte, Apple.
  6. 6. People fulfill roles; the workers are critical to the company’s goals. People Oriented Company Oriented Company as a collective  knows how to achieve its goals – emphasizes work roles over workers. COLLABORATION CONTROL COMPETENCECULTIVATION Horizontal Axis considers what the organization pays attention to. 
  7. 7. People fulfill roles; the workers are critical to the company’s goals. People Oriented Company Oriented Reality Oriented Possibility Oriented Company as a collective  knows how to achieve its goals – emphasizes work roles over workers. Company prefers the concrete-tangible facts, data. Ambiguity is to be resolved, not tolerated. Rely on actual experience, not theory. What can be seen, heard, touched, measured. Company prefers possibility: What can be. Ideas, possibilities, change is necessary. COLLABORATION CONTROL COMPETENCECULTIVATION Vertical Axis how the company makes decisions, forms judgments.
  8. 8. Culture is people oriented People Oriented Company Oriented Reality Oriented Possibility Oriented Culture is company oriented Culture focuses on what actually right now Culture focuses on on future, what can be possible COLLABORATION CONTROL COMPETENCECULTIVATION
  9. 9. Culture is people oriented People Oriented Company Oriented Reality Oriented Possibility Oriented “How we do things around here to succeed?” Culture is company oriented Culture focuses on what actually right now Culture focuses on on future, what can be possible COLLABORATION CONTROL COMPETENCECULTIVATION “We succeed by working together” People Diversity Trust Teams Synergy InteractionPartnership Dynamic Participative “We succeed by getting and keeping control.” Policies Hierarchy Predictability ProcessOrder Standardisation System Delegation “We succeed by growing people who fulfill our vision" Purposeful Dedication Creativity Emotional Subjective Growth Evolving Religious BeliefOrganic “We succeed by being the best” Objective Objective Emotionless Prescriptive Formal Expertise KnowledgeExcellence Scientific Theoric
  10. 10. OFFICES AROUND THE WORLD
  11. 11. MATERIALS FOR WORKSHOP • Canvas (A3 Print) • Culture Cards & Agile Principle Cards(A4 Print) DOWNLOAD
  12. 12. Defining culture Game Time 70 mins
  13. 13. Round 1 10 mins Define culture with cards on Schneider Culture model
  14. 14. Rules: • Each topic have 4 cards • Place the cards on matching culture • Every card has a exact match related to a culture.
  15. 15. People Oriented Company Oriented Reality Oriented Possibility Oriented COLLABORATION CONTROL COMPETENCECULTIVATION “We succeed by working together” “We succeed by getting and keeping control.” “We succeed by growing people who fulfill our vision" “We succeed by being the best”
  16. 16. Discussion 10 mins What are the differences between groups?
  17. 17. Map “12 Agile Principles” cards on Schneider Culture Model. Round 2 10 mins
  18. 18. Rules: • Place the cards on matching culture • Agile Principle cards are open to interpretation. • The cards can be placed at the intersection of the axes.
  19. 19. Discussion 10 mins What are the differences between groups?
  20. 20. What about our company? Define “How we do things around here to succeed?” Round 3 20 mins
  21. 21. Rules: • Write your ideas on a sticky in 5 mins • Discuss with you team in 15 mins
  22. 22. As a change agent what could be your next step to get closer to Agile Culture? Round 4 10 mins
  23. 23. Rules: • Based on previous round, focus on topics and discuss your suggestions.
  24. 24. RESOURCES ๏https://www.slideshare.net/nbatsios/making-your-culture-work ๏https://www.tintup.com/blog/startup-company-culture-how-do-you-define-it/ ๏https://www.slideshare.net/petebehrens/the-culture-of-agility ๏https://www.linkedin.com/pulse/using-schneider-culture-model-successful-agile- patary-pmp-csm-cssgb/ ๏http://www.congruentpaths.com/resources-tools/culture-assessment-schneider- model-old/ ๏http://www.yilmazcihan.com/download/scrum-master-gelisim-programi- kitapcigi/ ๏https://www.freepik.com/tirachardz ๏https://www.freepik.com/mindandi ๏Icons: https://www.freepik.com/

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