I recently met with a client, responsible for organizational development, in the financial services sector, who was seeking ideas, information and input from ImagineNation™ towards cultivating a “fail fast” organizational culture. It caused me to explore what might be some of the key messages that could be sent to people, to create permission, vulnerability, safety, courage, and trust for the deep learning’s that mistakes and failure provide in advancing creativity, invention, and innovation?
How could developing a “fail fast” culture help organizations survive, flow, and flourish with the high levels of ambiguity, uncertainty, volatility, and instability in the operating environment?
A healthcare services organization recently shared a discovery conversation as to how we could support and enable them to develop a compassionate and caring culture. They had some clarity as to their organizational aspiration—what outcomes they wanted and why it was important to achieve them. They had also collated significant Patient Care information and had key elements in place to do what they believed to be important in order to deliver compassionate care to patients.
However, they lacked a common understanding as to what “compassionate care” might mean, how it manifested or not, and how it might impact people’s experience and productivity at work. They were also concerned that staff did not have the time, energy, and the permission to be fully present and accommodating to provide compassionate care, considering the diverse range of individual patient needs and complex problems.
Do you fully understand your culture and how it’s impacting performance? Are you managing a clear journey to effectively evolve your culture with a direct and sustainable impact on performance? There aren’t many leaders that can confidently answer “yes” to these two questions. We see culture tips and advice at every turn that range from superficial to endlessly complicated. If you are like me, it’s hard to understand what to believe.
I recently attended Human Synergistics’ 2nd Annual Ultimate Culture Conference in San Francisco. The presenters were professors, HR leaders, OD consultants, as well as CEOs and operating leaders.
Corporate culture was presented and discussed from all angles: What it is, how to measure it, how to change it, how to keep it aligned, whether you are in a start-up, in high-growth mode, or retrenching.
Editor’s Note: We are pleased to feature this post highlighting Jon Katzenbach, a leading practitioner in organizational strategies and an acclaimed advisor to executives for PwC’s strategy consulting group, Strategy&. Stay tuned for the upcoming CultureU interview with Jon coming soon.
How often have you heard somebody talk about the urgent need to change the culture? They want to make it world-class. To dispense with all the nonsense and negativity that annoys employees and stops good intentions from growing into progress. To bring about an entirely different approach, starting immediately. These culture critiques are as common as complaints about the weather — and about as effective. How frequently have you seen high-minded aspirations to “change the culture” actually manage to modify the way that people behave and the way in which they work? And how often have you seen noticeable long-term improvements?