Why Diagnose Culture?
Every element that could determine the
success of any organization is embedded within its work life culture. If the culture
were known, it could be used to predict the events as they unfold for the entire
organization. If anything is wrong with the organization, its origin can be found
in its work life culture.
First . . .
So that people can make higher quality decisions
in line with the priorities of the organization that develop
increased capacity for the organization.
People - all people, not just managers. An organizations culture
is "owned" by everyone in it. All people have a claim on work life culture.
Although managers can set the tone for culture, they cannot control a shift in culture.
Higher quality decisions - when decisions are made more collaboratively,
the quality of decisions increases. Although it is inappropriate for all decisions
to be made collaboratively, those than can be ought to be made with the broadest
possible involvement.
Priorities of the organization - fast, accurate, diagnostics determine
organizational priorities. Since the quality of what an organization produces is
directly tied to the quality of an organization's work life culture, priorities ought
to be determined by the organization as a whole. A comprehensive set of diagnostics
helps these priorities to surface
Develop increased capacity - increased capacity is essential for
growth. Employers pay wages and salaries for an acceptable level of production and
capacity for continuous growth. Without this capacity, an organization will stagnate
and eventually fade away - its products and services having become obsolete.
Second . . .
So that, with appropriate post-diagnostic follow-through, the organization can
attract the human resources it needs for fiscal vitality
from among potential employees, vendors, and customers (clients, consumers,
and citizens).
Attract the human resources - a positive culture attracts and retains
the most talented employees possible. A healthy, vibrant culture attracts people
who want such an environment within which they believe they can do their best work.
People already in such organizations refrain from looking elsewhere.
Fiscal viability - a strong organization postured for growth requires
fiscal viability. Testing the culture to determine its general health is a lens into
financial viability. Often, examining the culture of an organization provides the
lens to help determine if its ambitions can be attained; if it has the capacity to
achieve its vision.
Potential employees, vendors, and customers (clients, consumers, and citizens)
- diagnostics promote partnerships. Knowing what the cultural relationships are between
the principals in an organizations success enables swift corrective actions when
necessary. Every need for correction is embedded within its culture. This is often
the case when mergers are being considered or are in progress.
Third . . .
So that you can discharge the responsibilities of stewardship
for the resources under your control as the principal official of the
organization.
You - as the chief executive officer, you have a requirement to FIND
OUT! and correct anything wrong. There may be a legal requirement that can be
satisfied through the work life cultural diagnostic approach. If not a legal approach,
the moral obligation of an organization's chief executive cannot be avoided. These
responsibilities often extend to other corporate officers as well.
Discharge the responsibilities of stewardship - resources are entrusted
to you (and others), as the chief executive officer, for optimum use. Since the health
of the work life culture determines the way it uses its resources, the culture is
a key ingredient keep to watch over.
Principal official - the decision to formally use a diagnostic service
is the responsibility of the principal official. Too often the chief executive of
an organization wants to let all senior managers participate in the decision to determine
if diagnostic information is to be generated at all. This decision is not one for
collaborative decision making. The selection of an appropriate outside source might
be a collaborative decision. But whether or not to generate and use such information
ought not to be negotiated any more than a decision to retain an auditor to determine
the health of financial records.
Fourth . . .
So that your organization can better compete for accreditation or certification
in the marketplace.
Compete for accreditation - organizations that require accreditation will
consider an internal diagnostic sound practice. If the accrediting organization has
a set of standards to which the organization must comply, those measures can be found
in the work life culture. When this is the case, any organization with a process
in place to make those determinations will be ahead of its contemporaries.
Certification - programs such as ISO require that diagnostics be completed
regularly to assure employee satisfaction. Certification, for example through the
ISO 9000 process, mandates that a measure of employee satisfaction must be made.
This requirement can best be satisfied through a measurement of an organization's
culture.
Fifth . . .
So that accountable individuals will have at their disposal the
means of discovery that will enable continuous improvement in
work life culture and quality of product and service.
Accountable individuals - managers and others must be accountable
for improvements in culture as well as products and services. Management plays a
key role, but not the only role, in bringing improvements to an organization's culture.
Cultural improvements will automatically yield improvements to products and services
as well.
Means of discovery - managers must have available to them the means
to discover potential dysfunction so that it can be corrected. A cultural diagnostic
is the primary means of discovery in any organization. Knowing what is embedded in
the culture will provide the gateway for correction.
Continuous improvement in work life culture - work life culture
surrounds all other improvement concerns. If top leadership changes the culture through
key cultural stakeholders, they will in turn make the necessary adjustments in the
remainder of the organization. Since all key indicators in an organization are embedded
in the culture, this is the single point of leverage for continuous and dramatic
improvement across the entire organization.
Quality of product and service - ultimately, a high quality culture
results in high quality products and services. The customer becomes the final beneficiary
of work life improvements within the organization. Often, there is an 18 to 24 month
lag in the benefit fully engaging customers.
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Reviewed: 5-15-02 ael as "www.ltodi.com/Why_Cultural_Diagnostics.htm"