Organizational culture describes what you appreciate, the way you look at things, your ideas and convictions about work and so on and therefore: your doings. Because culture influences behavior so directly, it is what makes the difference when it comes to results! It is in the brains of executives and people on the floor where implementing change as well as developing performance begins. It has everything to do with shared culture. The trick is to let it work for you and not hinder change.

What could make this happen? You don’t know where you stand unless you have some reference. For just about any change process the Organizational Culture Assessment Instrument (OCAI) is a very clear beginning. This method is certified and built on by professors Kim Cameron and Robert Quinn and is currently used by more than 10,000 organizations globally.

Based on the Competing Values Framework, the OCAI recognizes 4 culture types with competing values. These are:

• Hierarchy Culture, based on Controlling
• Clan Culture, based on Cooperating
• Adhocracy Culture, based on Creating
• Market Culture, based on Competing

When ending the online survey, participants grade six essential aspects of their organization’s culture. The result is a profile of the current culture, that is a combination of the four archetypes above.

Regularly one of the culture types is predominant. For example, some people might have a predominant Adhocracy Culture, focusing on new products and services, being innovative and taking risks.

People grade their preferred culture for the future, after the change has taken place. It is really interesting and helpful to compare these two profiles. There could be a large difference between the current and preferred situation, suggesting that people are prepared for real change and that they’re currently feeling unsatisfied about their working climate.

For example, particular colleagues have a warm working climate, but they know they should center more on results. So they agree to improve characteristics of Market Culture and start using ingredients of competition to get things done.

Rating organizational culture is the first step to thriving, maintainable change. It’ll tell you where your team or organization is currently and where people want to go. It’s very instructive to tell different subgroups and determine where for instance executives and employees differ. That gives ideas on what to do next: what exactly do employees expect, how could executives make the change program better, how could you overcome resistance, etcetera.

Specifying your results in a workshop, takes you from the plain but well-defined four-typology to tailor made solutions for your organization. Working with every participants, you will be able to work out differences and really get people to not only say YES to the change program, but act like YES and truly implement the new behavior. And there change really comes to pass!

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