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Creating Collaborative Cultures

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For many years, organizations that have been recognized as best places to work have received that recognition because they have cultures that create the conditions for people to thrive personally and professionally. Cultures in organizations that are good places to work develop environments in which people work together in support of the mission and vision. 

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Creating Collaborative Cultures

  1. 1. Creating The Leader’sCollaborative Cultures: ROLE
  2. 2. Creating The Leader’sCollaborative Cultures: ROLE Presented byNancy Southern, Ed.D 2
  3. 3. “Culture does not change because wedesire to change it. Culture changeswhen the organization is transformed;the culture reflects the realities ofpeople working together every day.”– Frances HesselbeinThe Key to Cultural Transformation, Leader to Leader (Spring 1999) 3
  4. 4. Definition of Culture“A pattern of shared basic assumptions that the grouplearned as it solved its problems of external adaptationand internal integration that has worked well enough tobe considered valid and, therefore to be taught to newmembers as the correct way to perceive, think, and feelin relation to those problems.” – Schein 1992 4
  5. 5. How do we Understand CultureWe can look at• Artifacts, physical structures• Rituals and ceremonies• Organizational systems and procedures 5
  6. 6. How do we Understand CultureWe can listen to• Language (slogans, acronyms, etc.)• Stories and legends 6
  7. 7. How do we Understand CultureWe can directly ask people,but must consider• That people have different cultural lenses• Espoused values may differ from enacted values 7
  8. 8. Why is Culture Important Artifacts Conversations Espoused Values ConversationsBeliefs & Assumptions 8
  9. 9. Why is Culture Important • Helps determine what mental models will support and inhibit the desired change Artifacts Conversations • Identifies important stories and rituals that carry meaning Espoused Values and need to be sustained or Conversations intentionally re-createdBeliefs & Assumptions 9
  10. 10. How do Leaders Shape• Design of physical space Culture• Organizational structures, systems, procedures• Organizational rites and rituals• Stories, myths, about people and events• Formal statements of values, mission, vision• What gets attention, measured, controlledFrom E. Schein, Organizational Culture and Leadership , 1992. 10
  11. 11. How do Leaders Shape• How they react to situations Culture• How they allocate resources• Role modeling, teaching, coaching• Communicating values and beliefs• Rewarding or punishing• How they select and integrate newcomersFrom E. Schein, Organizational Culture and Leadership , 1992. 11
  12. 12. Occupational Sub-Cultures Executive Operations Technical & Within these subcultures, Professional people maintain common values, assumptions, and language, which may not be fully understood by Sales & those outside the culture.Marketing 12
  13. 13. How Would You Describe Your Organization’s• What are the obvious artifacts? Culture• What are the espoused values?• What metaphors describe how people interact?• What are the gaps between espoused values and actions?• What expectations do people hold of leaders?• Which sub-culture(s) dominates?• What are prevailing beliefs and assumptions about what is possible and what is not?• How would people describe the conditions that support or inhibit their work? 13
  14. 14. Moving from Silosto Collaboration • Many organizations are organized functionally and thus silos emerge as people consider the function as their territory. • Collaboration can take place across functional areas when people understand that functions are only areas of expertise thus their primary responsibility is to share their expertise, not protect their territory. 14
  15. 15. Barriers to Collaboration • People feel they are victims of the system • Fear abounds resulting in risk avoidance and self protection • Knowledge is seen as power and used to maintain status • Relationship building is not valued • Independent action is rewarded without recognition of the contributions of others 15
  16. 16. Cycle of Blame Fear & Independent Powerlessness & Defensive Actions Distrust RiskAvoidance BLAME Erosion of Safety Breakdown Suspicion of Relationships of Intent 16
  17. 17. Conditions forCollaboration• People feel valued and trusted • Relationships are seen as essential to providing knowledge and support networks • Strategic risk taking is encouraged • Opportunities abound for formal and informal dialogue where new ideas are shared and old assumptions are challenged • Learning takes place from problems, mistakes and success 17
  18. 18. Cycle of Collaboration Trust Innovation & Change RiskTaking Collaboration Support of New Ideas Strong Open Inquiry Relationships & Dialogue 18
  19. 19. Creating Cultures of Collaboration• Begins with understanding the complexity of the current state• Draws forth inspiration and commitment through visioning• Integrates all aspects of the organization’s work• Intentionally manages change• Requires collaborative leadership 19
  20. 20. Conditions for Shared Leadership Recognizing Leadership in All People and PositionsListening for Understanding Encouraging and and a Willingness Appreciating Different to be Influenced Points of View Creating Space Asking Questions for Dialogue to Challenge and Learning Collective Assumptions Respecting Encouraging Everyone Others’ Positions to Say What Needs to be Said 20
  21. 21. Designing a CollaborativeProcess for Cultural Change 1. Begins with a cultural assessment 2. Invites people to participate in the learning journey 3. Addresses the Changes needed on the levels of... • Individual and collective beliefs and assumptions • Patterns of behavior and action • Supporting organizational structures • Events that promote collaboration 21
  22. 22. Organizational Assessment Purpose Process • Determine the current reality • Interview individuals and desired future state and/or group • Map the reality • Synthesis of interview themes • Use the map to establish agreement on what is and • Feedback of interview ideas for future themes, paying attention to tensions • Engage people in the change process • Map of the system, issues, relationships 22
  23. 23. The Collaborative Journey LEARN ING COMMUNITY C O L L A B O R AT I O N COMMITMENT E N G AG E M E N T PA R T I C I PAT I O N I N V I TAT I O N “The invitation to participate in co-creating a new reality is the beginning of the collaborative journey. The helix displays the increasing arenas of participation from invitation to collaboration and ultimately engagement within a learning community.” © Nancy L. Southern 23
  24. 24. Changing Organizational Culture rityHIGH of A utho Events Define the culture and signal change vels Supporting Systems, structures, polices, that limit or support r Le Structures change and reinforce patterns of action ighe es H Methods of interaction, communication, ir equ Patterns of Action decision-making, normative in the culture R nge Individually and collectively held Cha assumptions about relationshipsLOW Beliefs and Assumptions and what can or cannot change Adapted from the work of Peter Senge & Edgar Schein 24
  25. 25. Beliefs and Assumptions ofIndividually and collectively heldassumptions about relationships Collaborativeand what can or cannot change Cultures • I can be more successful with the help of others • Diversity makes us more creative and capable • Disagreement adds value to a conversation • Talking about what I/we have learned is more valuable than talking about what we have done • I can speak freely and truthfully to anyone in the organization • The purpose of our work is important 25
  26. 26. Working with Beliefs andAssumptions/Mental Models • Provide opportunities for people to experience something they never thought was possible • Become skillful in using the Ladder of Inference • Skillfully ask questions that challenge assumptions • Create opportunities for dialogue that engage diverse perspectives and support new understanding 26
  27. 27. Patterns of Actions inMethods of interaction,communication, decision-making, Collaborativenormative in the culture Cultures • Informal meetings are a norm • In meetings, people talk about what is most important • The intent of conversations is to reach new understanding • Arguments are playful and engaging • Acts of care are common and recognized 27
  28. 28. Supporting Structures forSystems, structures, polices,that limit or support change and Collaborativereinforce patterns of action Cultures • Hiring people who match the culture • Powerful orientation process for new hires • Performance evaluations that model collaboration • Mentoring communities • Technology that enhances collaboration • Policies and approaches to engaging collaboratively with stakeholders outside the organization 28
  29. 29. Events to Build and SustainDefine the cultureand signal change Collaborative Cultures • Collaborative visioning and planning • Innovation showcases • Relationship building retreats • Strategic dialogue sessions • Internal customer appreciation • Collaboration and Team recognition 29
  30. 30. How to Begin a Cultural Change• Complete the assessment• Engage a few dedicated people as a cultural change team• Design an event to communicate the change and create a experience and a vision of collaboration• Initiate cross functional teams to identify the patterns of action and supporting structures that need to change• Implement and recognize the change through powerful events 30
  31. 31. Creating The Leader’sCollaborative Cultures: ROLE Questions and Comments 31
  32. 32. For More Information Presented by Nancy Southern, Ed.D nlsouthern@aol.com 32
  33. 33. Additional Resources• Virtual facilitation to further build these skills with a team• Coaching to develop collaborative leadership• Next Webinar - Collaborating Across Distance on March 16, 2011• Release of on-line learning program March 2011• Next eBook: Leading a Global Team - Spring 2011• Recording of this webinar will be available next week http://www.ico-consulting.com 33
  34. 34. Free eBook One of many collaborative resources available through ICO Consulitng. This free eBook teaches the skills of Advocacy, Inquiry and Reflection. Download your copy @http://www.ico-consulting.com/e-book.html 34

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