Understanding Organizational Culture: Influencing Change & Organizational Cultures
Understanding
Organisational Culture
The Key to Influencing Change
‘Beyond your Borders’
Andrew Scowcroft
OpenGround
October 2013
7 September, 2024
1
Our ‘unthinking’ approach to
influencing others……..
1.
P
e
o
p
l
e
t
h
i
n
k
t
h
e
w
a
y
I
d
o
,
2.
O
r
t
h
e
y
s
h
o
u
l
d
!
S
o
,
3.
I
w
i
l
l
s
e
l
l
m
y
i
d
e
a
i
n
a
w
a
y
t
h
a
t
w
o
u
l
d
a
p
p
e
a
l
t
o
m
e
4.
I
f
t
h
e
y
d
o
n
’
t
‘
g
e
t
i
t
’
,
I
w
i
l
l
s
a
y
i
t
a
g
a
i
n
,
s
p
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k
i
n
g
l
o
u
d
e
r
a
n
d
m
o
r
e
s
l
o
w
l
y
;
5.
I
f
t
h
e
y
s
t
i
l
l
d
o
n
’
t
g
e
t
i
t
,
t
h
e
r
e
m
u
s
t
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o
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e
t
h
i
n
g
w
r
o
n
g
w
i
t
h
t
h
e
m
,
s
o
6.
I
w
i
l
l
f
i
n
d
s
o
m
e
b
o
d
y
e
l
s
e
t
h
e
r
e
w
h
o
d
o
e
s
k
n
o
w
w
h
a
t
t
h
e
y
a
r
e
d
o
i
n
g
a
n
d
t
h
e
n
…
…
…
7.
S
e
e
3
a
b
o
v
e
!
7 September, 2024
2
The reality in most organisations
is that….
•
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
3
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
4
A Model of Four Organisational
Cultures
7 September, 2024
5
The
Zeus
Culture
The
Athen
a Culture
The
Apollo
Culture
The
Dionysus
Cul
ture
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
6
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
7
Examples of Zeus Cultures
Many family businesses
Steve Jobs
Robert Maxwell
Margaret Thatcher
Tony Blair
Alan Sugar
Your own examples?
7 September, 2024
8
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
9
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
10
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
11
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
12
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
13
Examples of Athena Cultures
SAS
NHS Clinical Directorates
Advertising and Media
Expeditions
Consultancy Firms
Your own examples?
7 September, 2024
14
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
15
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
16
Examples of Dionysus Cultures
Medicine
Academia
Professional Chambers
Research Bodies
Think Tanks
Your own examples?
7 September, 2024
17
Cultures May Evolve Over Time..
7 September, 2024
18
Start Up
Let’s Be Flexible
Let’s Get Organised
I Want To Be Free!
Coup D'état!
Match the technique to the
culture
With Zeus
Find out what is on Zeus’
agenda
Offer quick and simple
solutions to those issues
Allow Zeus to adopt and bask
in the idea
Focus on success and impact
Work with the inner circle or
prodigal sons
Don
’
t argue until you are
accepted as credible
With Apollo
Work with, and honour the
evidence
Respect the hierarchy
Show detailed planning and risk
appraisal
Include the ‘do nothing ‘option
Put things down on paper
Promote consultation
Take time and allow for time
7 September, 2024
19
Match the technique to the
culture
With Athena
Honour the personal skills of those
involved
Demonstrate trust
Handpick the team or its leader
Delegate genuinely
Tap into core purpose and intrinsic
motivation
Set end goals and then get out of the
way
Reward achievements swiftly
Encourage innovation
With Dionysus
Avoid corporate initiatives and roll
out programmes
Establish personal credibility with
one or two members
Work with them and let the results
speak for themselves
Acknowledge professional freedom
to opt out/in
Build up expertise and offer help
Accept initial suspicion as the norm
7 September, 2024
20
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.
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Presentation Transcript
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
