Understanding Organisational Culture: Influencing Change & Organisational Cultures
Organisational culture plays a crucial role in influencing change within an organization. The key is to understand and respect the diverse ways people work and make decisions, shaped by their unique cultures. The culture of an organization guides its collective behavior and susceptibility to change. Different organizational cultures, such as Zeus, Apollo, Athena, and Dionysus, have distinct characteristics that impact power dynamics and behavior within the organization.
- Organisational Culture
- Influencing Change
- Organisational Cultures
- Workplace Dynamics
- Cultural Diversity
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1 Understanding Organisational Culture The Key to Influencing Change Beyond your Borders Andrew Scowcroft OpenGround October 2013 7 September, 2024
Our unthinking approach to influencing others .. 2 1. People think the way I do, 2. Or they should! So, 3. I will sell my idea in a way that would appeal to me 4. If they don t get it , I will say it again, speaking louder and more slowly; 5. If they still don t get it, there must be something wrong with them, so 6. I will find somebody else there who does know what they are doing and then 7. See 3 above! 7 September, 2024
The reality in most organisations is that . 3 People are different They work in different ways and make decisions based on different criteria Their workplaces will have evolved quite different strategies for managing stability and/or change Those strategies coalesce into a prevailing culture, or the way we do things around here . So If you want those other people onboard with your idea, you need to honour and work with the grain of those different cultures, but.. If you want to fail, keep treating them as if they were the same as you, and then criticising them for being wrong! 7 September, 2024
4 The Culture of an Organisation Comprises the non-official norms, rituals and habits of a work unit or whole department, and Is normally invisible to, and rarely discussed by, its members yet it Guides the collective behaviour of those members and in particular Shapes their susceptibility to influence and change 7 September, 2024
A Model of Four Organisational Cultures 5 The Zeus Culture The Apollo Culture The Athena Culture The Dionysus Culture 7 September, 2024
6 Zeus The Power Culture There will be a central Zeus figure Absolute power is retained at that centre and radiates out at Zeus discretion Mercurial behaviour is common Staff can be favoured, or marginalised, rapidly Fad or whim is likely to consume time and resources 7 September, 2024
7 Zeus The Power Culture Force will be met with force Zeus may have a blind spot What others perceive to be abuse of power, Zeus sees as passion and decisiveness Conventional organisational processes will be minimised or subverted Its an exhilarating ride! 7 September, 2024
8 Examples of Zeus Cultures Many family businesses Steve Jobs Robert Maxwell Margaret Thatcher Tony Blair Alan Sugar Your own examples? 7 September, 2024
9 Apollo The Role Culture The job role is more important than the current job holder Loyalty and soundness are rewarded Promotion is vertical/hierarchical The language is impersonal There is high specificity of roles and authority levels Risk is to be avoided or managed 7 September, 2024
10 Apollo The Role Culture Committees proliferate Paper and evidence are valued The currency is strategies and plans Time scales are long The culture is slow to respond It delivers consistency! 7 September, 2024
11 Examples of Apollo Cultures Civil Service Roman Catholic Church Banks/Insurance Companies Some Clinical Professions Corporate Functions HR, Finance, Legal etc. Your own examples? 7 September, 2024
12 Athena The Task Culture Task and Outcome focused Problem oriented Team working is natural Personal expertise is more highly valued than position Team self management is demanded Athenians may operate in several teams at once 7 September, 2024
13 Athena The Task Culture Happy to work within an overall strategy or direction Resists micro management Team life cycle matches that of the issue Able to respond rapidly to events Organisation structure either invisible or mostly ignored 7 September, 2024
14 Examples of Athena Cultures SAS NHS Clinical Directorates Advertising and Media Expeditions Consultancy Firms Your own examples? 7 September, 2024
15 Dionysus The Individual Culture No structure No rules (written down) Two sacred rules I can t tell you what to do You can t tell me what to do Loose coalition of respected professionals Fierce protection of professional freedom 7 September, 2024
16 Dionysus The Individual Culture Admin/management is a low priority Leaving and joining is a low key affair Corporacy is avoided, but The culture is indivisible when threatened Members are both critical and curious 7 September, 2024
17 Examples of Dionysus Cultures Medicine Academia Professional Chambers Research Bodies Think Tanks Your own examples? 7 September, 2024
18 Cultures May Evolve Over Time.. Start Up Let s Get Organised Coup D' tat! Let s Be Flexible I Want To Be Free! 7 September, 2024
Match the technique to the culture 19 With Zeus With Apollo Find out what is on Zeus agenda Work with, and honour the evidence Offer quick and simple solutions to those issues Respect the hierarchy Show detailed planning and risk appraisal Allow Zeus to adopt and bask in the idea Include the do nothing option Focus on success and impact Put things down on paper Work with the inner circle or prodigal sons Promote consultation Don t argue until you are accepted as credible Take time and allow for time 7 September, 2024
Match the technique to the culture 20 With Athena With Dionysus Avoid corporate initiatives and roll out programmes Honour the personal skills of those involved Demonstrate trust Establish personal credibility with one or two members Handpick the team or its leader Work with them and let the results speak for themselves Delegate genuinely Tap into core purpose and intrinsic motivation Acknowledge professional freedom to opt out/in Set end goals and then get out of the way Build up expertise and offer help Reward achievements swiftly Accept initial suspicion as the norm Encourage innovation 7 September, 2024
