[NYAPRS Enews] Oss: How Culture Makes Organizational Change Less Painful

Tue May 12 11:46:36 EDT 2020

NYAPRS Note: The following very timely piece by OPEN MINDS' Monica underscore the critical importance of culture change on organizational success and references the wonderful presentations given by OM's Drew DiGiovanni at last week's final session of this year's virtual NYAPRS Executive Seminar. You can hear and see Drew's two presentations, Take Charge of Your Culture! at https://tinyurl.com/y8m9twgc and Assessing and Challenging Your Organization's culture (recorded presentation at https://www.youtube.com/watch?v=6Y2ODjvkx6Q&feature=youtu.be and PPT at https://tinyurl.com/y84svsvu.
Register today using the attached program for May's NYAPRS webinar on Self-Care Parts I and II and on Providing Employment Services in a Virtual Word!

[https://gallery.mailchimp.com/ba359ce1c416ea9db3b26a100/images/c472e2a7-48d3-409f-9364-d6ac4dbe126c.png]<https://urldefense.proofpoint.com/v2/url?u=https-3A__openminds.us3.list-2Dmanage.com_track_click-3Fu-3Dba359ce1c416ea9db3b26a100-26id-3D1c58203bcc-26e-3D443b4da6a9&d=DwMFaQ&c=euGZstcaTDllvimEN8b7jXrwqOf-v5A_CdpgnVfiiMM&r=Ga-Svdg5WsRcj2OvnxJ_1wfV39t0Z8g0SpEA-8lVBzc&m=HOB7uw2eCih3JT_9NCCekVXGmodcp8QhKWRzQIs_b_k&s=i1lbbXNbWGv4DuVIXM8Gfx4WKpW3OOH1oTgKIu2-o2U&e=>

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How Culture Makes Organizational Change Less Painful
May 11, 2020  |  Monica E. Oss
[Monica E. Oss]We've put a lot on the metaphorical back burner over the past seven weeks. As a result of the pandemic, the focus of most managers has been on addressing the dramatic changes in how we live and how we work. We've all had less time to act on long-term strategies and initiatives. But during this time, what I've noted is that some organizations have been better able to 'shift' than others. My anecdotal observation is that the organizations with stable operational infrastructure, a cohesive culture, and transformational leadership skills have had the advantage in succeeding with rapid change.

While we know the importance of cultivating-and maintaining-a cohesive organizational culture in a more stable market (see Building A Value-Driven Culture<https://urldefense.proofpoint.com/v2/url?u=https-3A__openminds.us3.list-2Dmanage.com_track_click-3Fu-3Dba359ce1c416ea9db3b26a100-26id-3D2ac30d241c-26e-3D443b4da6a9&d=DwMFaQ&c=euGZstcaTDllvimEN8b7jXrwqOf-v5A_CdpgnVfiiMM&r=Ga-Svdg5WsRcj2OvnxJ_1wfV39t0Z8g0SpEA-8lVBzc&m=HOB7uw2eCih3JT_9NCCekVXGmodcp8QhKWRzQIs_b_k&s=9QA4A9KfweU_ULLZbJgQr9bQPZLm8O916IoO4FaTItE&e=>), culture can also support strategy and market adaptation in periods of disruption. That was the focus of a recent session, "Take Charge Of Your Culture!<https://urldefense.proofpoint.com/v2/url?u=https-3A__openminds.us3.list-2Dmanage.com_track_click-3Fu-3Dba359ce1c416ea9db3b26a100-26id-3Db847ad8f9d-26e-3D443b4da6a9&d=DwMFaQ&c=euGZstcaTDllvimEN8b7jXrwqOf-v5A_CdpgnVfiiMM&r=Ga-Svdg5WsRcj2OvnxJ_1wfV39t0Z8g0SpEA-8lVBzc&m=HOB7uw2eCih3JT_9NCCekVXGmodcp8QhKWRzQIs_b_k&s=DIfSYUQLN4VxxDysHnSWD3EKwKXoJUaJsV2nMyyiy00&e=>" led by OPEN MINDS Senior Associate Drew Digiovanni at the 2020 New York Association of Psychiatric Rehabilitation Services Executive Institute. Mr. Digiovanni began the session with a few ground rules-"There is no 'right' or 'wrong' organizational culture profile and we don't judge organizational culture. But we must assess if a particular profile will actually serve the organization into the future to reach long-term sustainability."

To take charge of your organization's culture, Mr. Digiovanni offered three key steps-visualize your organizational culture; identify (and be honest about) the pain points; and be strategic about organizational change.

Visualize your organizational culture. A good starting point for executive teams seeking to examine (and change) their organizational culture is to understand where the organization currently is-and visualize where they want to be. One conceptual framework that provides a baseline for normal functions and dysfunctions of organizational culture is the Competing Values Framework. The framework has two axes for evaluating organizational culture-stability versus flexibility, and internal versus external orientation.

An internally-focused orientation means emphasizing integration and collaboration, while external means tracking the competition and the market (and while both are necessary for success, the framework assumes both dimensions cannot be attended to at the same time). The same idea goes for the stability-flexibility dimension. Organizations that focus resources on stability tend to assume reality can be predicted-while those that lead with flexibility assume the opposite-we must learn to quickly adapt to change. The two dimensional axes result in four organizational types-collaborate (Clan), create (Adhocracy), control (Hierarchy), and compete (Market). The question for executive teams-where is your current culture and where do you want the organization to be?

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Embrace the positives-and be honest about the pain points. Of course, within the framework, each organizational type has positive and negative outcomes (re-affirming the idea that there is no one 'right' or 'wrong' culture profile). The Clan type places a strong emphasis on group cohesiveness and teamwork; the environment fosters growth and leaders often become mentors. Adhocracy values individual creativity and innovation-where goals are focused on future change and market disruption. The Hierarchy type values formality and structure-policies and processes are efficient, organized, and coordinated. While the Market type values competitiveness (internal and external)-the culture is goal-oriented and success is metrics-based.

But it's also necessary to identify and be honest about pain points. Every organizational culture has its dysfunctions. Clan can lead to an overprotective atmosphere-with little conflict management-and weakened performance expectations. Adhocracy can be unstable, moving quickly from project to project, with a focus on quantity over quality. Hierarchy often leads to a culture of fear, where new initiatives rarely launch due to unrealistic expectations of perfectionism. And Market-focused can lead to intense internal competition with a lack of structured communication.

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Be strategic about organizational change. The first step in managing culture in a time of change is to be deliberate. Start by asking three key questions: "What are we doing right (and wrong)? What do we need to change? How can we make the change happen?" That is the basis for adopting plans for organizational change. Mr. Digiovanni offered some advice, "Change has a tendency to create tension on the fabric of the organization. Executive teams must be aware of that and be strategic about making those changes." Many of us are familiar with the old adage, "what gets measured gets done" but what gets measured also gets improved. Change must be operationally defined and measured.

If your executive team is looking for some assistance in assessing the fit of your organizational culture to your long-term sustainability plan, assessing your strategy and the culture needed to sustain it is a key first step.

To quantitatively examine your organization's culture (and effectively measure change), there are a few validated instruments commonly used in the field:
Organizational Culture Inventory<https://urldefense.proofpoint.com/v2/url?u=https-3A__openminds.us3.list-2Dmanage.com_track_click-3Fu-3Dba359ce1c416ea9db3b26a100-26id-3D1cecf0892f-26e-3D443b4da6a9&d=DwMFaQ&c=euGZstcaTDllvimEN8b7jXrwqOf-v5A_CdpgnVfiiMM&r=Ga-Svdg5WsRcj2OvnxJ_1wfV39t0Z8g0SpEA-8lVBzc&m=HOB7uw2eCih3JT_9NCCekVXGmodcp8QhKWRzQIs_b_k&s=rgZ02Ny9RBMmqgCss1GLQnxWxF49zQG4nCMofx7scBc&e=> (OCI)-The OCI examines culture by focusing on the shared norms, beliefs, and expectations of members (satisfaction needs, people orientation, task orientation, security needs). Once the group's collective norms are identified, the OCI also reveals how those beliefs impact member engagement and effectiveness and the types of skills, qualities, and infrastructure that can be used to facilitate culture change.

Organizational Culture Assessment Instrument<https://urldefense.proofpoint.com/v2/url?u=https-3A__openminds.us3.list-2Dmanage.com_track_click-3Fu-3Dba359ce1c416ea9db3b26a100-26id-3D081f10c534-26e-3D443b4da6a9&d=DwMFaQ&c=euGZstcaTDllvimEN8b7jXrwqOf-v5A_CdpgnVfiiMM&r=Ga-Svdg5WsRcj2OvnxJ_1wfV39t0Z8g0SpEA-8lVBzc&m=HOB7uw2eCih3JT_9NCCekVXGmodcp8QhKWRzQIs_b_k&s=i_h_S5MPeeVZLt6xl1UfWhHjGsNfTUhk9tIGnyrHLBU&e=> (OCAI)-The OCAI is grounded in the Competing Values Framework and identifies one of four dominant types of organizational culture (clan, adhocracy, hierarchy, market) to better understand how to achieve the more desirable organizational values.

Business Needs Scorecard<https://urldefense.proofpoint.com/v2/url?u=https-3A__openminds.us3.list-2Dmanage.com_track_click-3Fu-3Dba359ce1c416ea9db3b26a100-26id-3D349d1a1efa-26e-3D443b4da6a9&d=DwMFaQ&c=euGZstcaTDllvimEN8b7jXrwqOf-v5A_CdpgnVfiiMM&r=Ga-Svdg5WsRcj2OvnxJ_1wfV39t0Z8g0SpEA-8lVBzc&m=HOB7uw2eCih3JT_9NCCekVXGmodcp8QhKWRzQIs_b_k&s=22driO2XGmhs2RxhCfhu7X5aQPkgxwHWBze-rxyU5lE&e=> (BNS)-The BNS, examined from the perspective of leadership, focuses on current and desired culture values by measuring six elements: Finance, external stakeholder relations, fitness, evolution, culture, and societal contribution and breaking culture into three subsets to identify the key focus areas including Trust/Engagement, Direction/Communication, and Supportive Environment.

Organizational change and culture both begin at the executive-level (see Managing At The Speed Of Change: What Does It Take To Be Nimble?<https://urldefense.proofpoint.com/v2/url?u=https-3A__openminds.us3.list-2Dmanage.com_track_click-3Fu-3Dba359ce1c416ea9db3b26a100-26id-3Ddc1092c518-26e-3D443b4da6a9&d=DwMFaQ&c=euGZstcaTDllvimEN8b7jXrwqOf-v5A_CdpgnVfiiMM&r=Ga-Svdg5WsRcj2OvnxJ_1wfV39t0Z8g0SpEA-8lVBzc&m=HOB7uw2eCih3JT_9NCCekVXGmodcp8QhKWRzQIs_b_k&s=SvBDVWjTZts3O4J9AcfINPtnvj7neKtOrtf7qDUh9wA&e=>). Making significant internal changes is easier said than done and can be especially daunting in periods of market disruption. But transforming your organization now could be key to finding sustainability in the long run.

For more on leading an organization through change in a turbulent market, check out these resources in the OPEN MINDS Circle Library:
21st Century Change Strategies - A Planning Toolkit For Effective Change Management<https://urldefense.proofpoint.com/v2/url?u=https-3A__openminds.us3.list-2Dmanage.com_track_click-3Fu-3Dba359ce1c416ea9db3b26a100-26id-3Dc387ccfb4e-26e-3D443b4da6a9&d=DwMFaQ&c=euGZstcaTDllvimEN8b7jXrwqOf-v5A_CdpgnVfiiMM&r=Ga-Svdg5WsRcj2OvnxJ_1wfV39t0Z8g0SpEA-8lVBzc&m=HOB7uw2eCih3JT_9NCCekVXGmodcp8QhKWRzQIs_b_k&s=739NwkNVClU1_SGcCksEPji7aL1RHmHNvEshxTHPXoI&e=>
The OPEN MINDS Executive Blueprint For Crisis Management: Building Resiliency In The Face Of Adversity<https://urldefense.proofpoint.com/v2/url?u=https-3A__openminds.us3.list-2Dmanage.com_track_click-3Fu-3Dba359ce1c416ea9db3b26a100-26id-3D31cdb29e83-26e-3D443b4da6a9&d=DwMFaQ&c=euGZstcaTDllvimEN8b7jXrwqOf-v5A_CdpgnVfiiMM&r=Ga-Svdg5WsRcj2OvnxJ_1wfV39t0Z8g0SpEA-8lVBzc&m=HOB7uw2eCih3JT_9NCCekVXGmodcp8QhKWRzQIs_b_k&s=5xl44LVt9JsCSxmxj2XGuZccUQun1VvrntWGrkk6_QA&e=>
Later Is Too Late: Why A Crisis Is The Time For The Long-Term View<https://urldefense.proofpoint.com/v2/url?u=https-3A__openminds.us3.list-2Dmanage.com_track_click-3Fu-3Dba359ce1c416ea9db3b26a100-26id-3D07e34f343b-26e-3D443b4da6a9&d=DwMFaQ&c=euGZstcaTDllvimEN8b7jXrwqOf-v5A_CdpgnVfiiMM&r=Ga-Svdg5WsRcj2OvnxJ_1wfV39t0Z8g0SpEA-8lVBzc&m=HOB7uw2eCih3JT_9NCCekVXGmodcp8QhKWRzQIs_b_k&s=Fp70qI6jZ-fBHnVLk4Za7mfgzRN7ohwqt-MHEkeryw0&e=>
Creating & Leading A Team In Times Of Change<https://urldefense.proofpoint.com/v2/url?u=https-3A__openminds.us3.list-2Dmanage.com_track_click-3Fu-3Dba359ce1c416ea9db3b26a100-26id-3D5333ffdf2f-26e-3D443b4da6a9&d=DwMFaQ&c=euGZstcaTDllvimEN8b7jXrwqOf-v5A_CdpgnVfiiMM&r=Ga-Svdg5WsRcj2OvnxJ_1wfV39t0Z8g0SpEA-8lVBzc&m=HOB7uw2eCih3JT_9NCCekVXGmodcp8QhKWRzQIs_b_k&s=F2bQ34KtVzs3oOcjmK8jLGotMcwoCpBesC0pByiIORc&e=>
Why You Should 'Marie Kondo' Your Organizational Process Clutter<https://urldefense.proofpoint.com/v2/url?u=https-3A__openminds.us3.list-2Dmanage.com_track_click-3Fu-3Dba359ce1c416ea9db3b26a100-26id-3D3aae6fc48a-26e-3D443b4da6a9&d=DwMFaQ&c=euGZstcaTDllvimEN8b7jXrwqOf-v5A_CdpgnVfiiMM&r=Ga-Svdg5WsRcj2OvnxJ_1wfV39t0Z8g0SpEA-8lVBzc&m=HOB7uw2eCih3JT_9NCCekVXGmodcp8QhKWRzQIs_b_k&s=52ea4cWubPKs6gUAr0SOGu1NnsNYWD77Tk5_HTzcT6U&e=>
Managing Change As A Leader's Challenge<https://urldefense.proofpoint.com/v2/url?u=https-3A__openminds.us3.list-2Dmanage.com_track_click-3Fu-3Dba359ce1c416ea9db3b26a100-26id-3D228ff9397f-26e-3D443b4da6a9&d=DwMFaQ&c=euGZstcaTDllvimEN8b7jXrwqOf-v5A_CdpgnVfiiMM&r=Ga-Svdg5WsRcj2OvnxJ_1wfV39t0Z8g0SpEA-8lVBzc&m=HOB7uw2eCih3JT_9NCCekVXGmodcp8QhKWRzQIs_b_k&s=S6sZjJJAmg7Mt0GOensZSOVs2UaRZKGqb7YxwFhSBKE&e=>
Can We Learn From This? 12 Steps For Leaders To Manage Beyond The Crisis<https://urldefense.proofpoint.com/v2/url?u=https-3A__openminds.us3.list-2Dmanage.com_track_click-3Fu-3Dba359ce1c416ea9db3b26a100-26id-3Da88f0f03fd-26e-3D443b4da6a9&d=DwMFaQ&c=euGZstcaTDllvimEN8b7jXrwqOf-v5A_CdpgnVfiiMM&r=Ga-Svdg5WsRcj2OvnxJ_1wfV39t0Z8g0SpEA-8lVBzc&m=HOB7uw2eCih3JT_9NCCekVXGmodcp8QhKWRzQIs_b_k&s=RUCvVc5bLyMnTfMfNKg9nZANcmU7xVrij9KVCzpHYNc&e=>
Strategy In Uncertain Times: Planning Resources For The New Normal<https://urldefense.proofpoint.com/v2/url?u=https-3A__openminds.us3.list-2Dmanage.com_track_click-3Fu-3Dba359ce1c416ea9db3b26a100-26id-3Dd683baaa46-26e-3D443b4da6a9&d=DwMFaQ&c=euGZstcaTDllvimEN8b7jXrwqOf-v5A_CdpgnVfiiMM&r=Ga-Svdg5WsRcj2OvnxJ_1wfV39t0Z8g0SpEA-8lVBzc&m=HOB7uw2eCih3JT_9NCCekVXGmodcp8QhKWRzQIs_b_k&s=WGix-0TLnzKxn6GCHwVRhd9M1sacD5v-L_dQIXC71zU&e=>
Management 'Musts' For Surviving The Present Turbulence<https://urldefense.proofpoint.com/v2/url?u=https-3A__openminds.us3.list-2Dmanage.com_track_click-3Fu-3Dba359ce1c416ea9db3b26a100-26id-3D0d48fb774d-26e-3D443b4da6a9&d=DwMFaQ&c=euGZstcaTDllvimEN8b7jXrwqOf-v5A_CdpgnVfiiMM&r=Ga-Svdg5WsRcj2OvnxJ_1wfV39t0Z8g0SpEA-8lVBzc&m=HOB7uw2eCih3JT_9NCCekVXGmodcp8QhKWRzQIs_b_k&s=ZwiYoU2S2H66CMssQmuUmkYuzGRR_OawiSy2O6ZURnU&e=>
Surviving & Thriving In A Recession: A Management Blueprint for Health & Human Services<https://urldefense.proofpoint.com/v2/url?u=https-3A__openminds.us3.list-2Dmanage.com_track_click-3Fu-3Dba359ce1c416ea9db3b26a100-26id-3Dd669bae0ce-26e-3D443b4da6a9&d=DwMFaQ&c=euGZstcaTDllvimEN8b7jXrwqOf-v5A_CdpgnVfiiMM&r=Ga-Svdg5WsRcj2OvnxJ_1wfV39t0Z8g0SpEA-8lVBzc&m=HOB7uw2eCih3JT_9NCCekVXGmodcp8QhKWRzQIs_b_k&s=QHZy9N9h3so_JsdrGDI-8eMRyh2o_krwfvQLDtmV5dY&e=>
And don't miss our upcoming web briefings as part of our OPEN MINDS Executive Blueprint for Crisis Management<https://urldefense.proofpoint.com/v2/url?u=https-3A__openminds.us3.list-2Dmanage.com_track_click-3Fu-3Dba359ce1c416ea9db3b26a100-26id-3De04df3ab22-26e-3D443b4da6a9&d=DwMFaQ&c=euGZstcaTDllvimEN8b7jXrwqOf-v5A_CdpgnVfiiMM&r=Ga-Svdg5WsRcj2OvnxJ_1wfV39t0Z8g0SpEA-8lVBzc&m=HOB7uw2eCih3JT_9NCCekVXGmodcp8QhKWRzQIs_b_k&s=BQgxtdGpTicVNFdXUCP5vIPiHebmmLYZZVGcUrKr1fo&e=> program, designed to help executive teams navigate the business, organizational, culture, and operational changes of a market in disruption:
May 14: Aggressive Business Development Strategies - Adding To The Top Line With Breakthrough Services - An Overview<https://urldefense.proofpoint.com/v2/url?u=https-3A__openminds.us3.list-2Dmanage.com_track_click-3Fu-3Dba359ce1c416ea9db3b26a100-26id-3D52c26cfb92-26e-3D443b4da6a9&d=DwMFaQ&c=euGZstcaTDllvimEN8b7jXrwqOf-v5A_CdpgnVfiiMM&r=Ga-Svdg5WsRcj2OvnxJ_1wfV39t0Z8g0SpEA-8lVBzc&m=HOB7uw2eCih3JT_9NCCekVXGmodcp8QhKWRzQIs_b_k&s=uVjC0hsHHeQRrBYdrLdI695RiBEo7TWPyHarEznaCAE&e=>
May 21: How To Improve Your Cash Management Program - The Five Steps To Manage Cash More Aggressively<https://urldefense.proofpoint.com/v2/url?u=https-3A__openminds.us3.list-2Dmanage.com_track_click-3Fu-3Dba359ce1c416ea9db3b26a100-26id-3Dda443848d9-26e-3D443b4da6a9&d=DwMFaQ&c=euGZstcaTDllvimEN8b7jXrwqOf-v5A_CdpgnVfiiMM&r=Ga-Svdg5WsRcj2OvnxJ_1wfV39t0Z8g0SpEA-8lVBzc&m=HOB7uw2eCih3JT_9NCCekVXGmodcp8QhKWRzQIs_b_k&s=baIzAQUfrg6ffx_p60347ip1aJBhc2uI0YZSYuvrbWY&e=>
May 28: Increasing Your Service Volume - Creating A Referral Development Crisis Plan<https://urldefense.proofpoint.com/v2/url?u=https-3A__openminds.us3.list-2Dmanage.com_track_click-3Fu-3Dba359ce1c416ea9db3b26a100-26id-3D7e764606f8-26e-3D443b4da6a9&d=DwMFaQ&c=euGZstcaTDllvimEN8b7jXrwqOf-v5A_CdpgnVfiiMM&r=Ga-Svdg5WsRcj2OvnxJ_1wfV39t0Z8g0SpEA-8lVBzc&m=HOB7uw2eCih3JT_9NCCekVXGmodcp8QhKWRzQIs_b_k&s=qx6bSQZoE06reHDA7m5h8Wd08K6qUKIhOli6vxjNpfE&e=>

Harvey Rosenthal
NYAPRS Chief Executive Officer
Office: 518-436-0008; C: 518-527-0564
harveyr at nyaprs.org<mailto:harveyr at nyaprs.org>
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