Diagnosing Culture: Post #3--The OCAI

Organizational Culture Assessment Instrument The OCAI is like the MBTI of organizational development. It’s used in a wide variety of industries and countries and is based on 6 key dimensions: 1) Dominant Characteristics; 2) Organizational Leadership; 3) Management of Employees; 4) Organizational Glue; 5) Strategic Emphasis; 6) Criteria for Success. The instrument measures both “now” (characteristics of the present state) and “preferred” (the desired future state).

Diagnosing Culture: Post #2--Culture

Culture  “...the taken-for-granted values, underlying assumptions, expectations, and definitions that characterize organizations and their members….culture is a socially constructed attribute of organizations that serves as the social glue binding an organization together.”  It’s a kind of code that people have engraved on their minds, unwritten rules about how to get along in the organization—unwritten rules that are strictly enforced! Most people are unaware of culture until it’s threatened.  The structure of culture from bottom to top is: Implicit Assumptions (unconscious drivers); Conscious Contracts and Norms (rules of the game); Artifacts (buildings, dress, offices, etc.); and Explicit Behaviors (how we treat each other and behave). Types of Culture: There are a number of culture levels, such as global (East vs. West), National (China, US), Occupational (Doctors, Lawyers), Regional (Rural, Urban), Organizational (dominant leadership style), and Team (sub-unit uniqueness).

Diagnosing Culture: Post #1--Overview

Overview Kim Cameron and Robert Quinn, colleagues at the University of Michigan’s Ross Business School, have created a change model for the ages. Their Competing Values Framework (CVF) is used extensively by organizations, consultants and other change agents. Business is hyper-charged with change, and failure rates of corporate change are as high as 70%—caused by ignoring culture. Research indicates that profitability is predicted by certain market forces like high barriers to entry, having a large market share, and other elements traditionally offered as reasons for success. However, the authors note that Southwest Airlines, Apple, Walgreens, Walmart, and Pixar had none of these but still succeeded. What made the difference? Their organizational culture—their company values, personal beliefs, and vision, not market forces. Great corporate culture reduces uncertainty, increases social stability, and develops values, norms, commitment and a vision for all member generations to strive toward. Culture impacts mightily on employee morale, commitment, productivity and other key indicators. Finally, culture and corporate change is joined at the hip to individual change. No change in leaders, no culture change. 

Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework by Kim S. Cameron and Robert E Quinn (Third edition, Jossey-Bass 2011); reviewed by Steve Gladis
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