Professional Documents
Culture Documents
LPO Course
Three dimensions for Trust:
Honesty/Integrity
Credibility/Knowledge
Caring/Benevolence
We aim to keep you in flow; high skills, high challenge
Flow: Fully immersed and involved, feeling both energized and focused, performing at one’s peak, and
fully enjoying the process of the activity
Need to keep learning and increasing challenge to maintain flow
Interdependency increases conflicts & emotions in teams
Task conflict can be constructive
Personal criticism, relationship conflict is destructive
Either kinds can lead to negative emotions, which need to be managed
Good leader vs. bad leader | Good follower vs. bad follower
BCPC
In cross-functional teams with different hierarchies, leaders must manage power dynamics and
create psychological safety
An individual does not have all the answers
o Teams synthesize important information/perspectives into brand new ideas
Conflict management styles + HEXACO + EI
TEDx – How to turn a group of strangers into a team (Amy Edmondson, Harvard Business School)
Teaming – When people come together quickly (often temporarily) to solve new/urgent/unusual
problems
“Professional culture clash” between professions & industries creates huge problems
Situational Humility + Curiosity = Psychological Safety
o “It’s hard to learn if you already know”
o “It’s either me or you” is not true – Scarcity doesn’t exist in the situation
The Competitive Imperative of Learning
Execution-as-learning > Execution-as-efficiency
o Sacrifice short-term efficiency
o Use best knowledge obtainable
o Enable employee collaborating by making information available
o Continuously capture data to discover and study how work is really being done
Execution-as-efficiency
o Manufacturing-dominated era focused on employees performing controllable repetitive
tasks for maximum efficiency
Motivated with carrots (tasks completed higher pay) and sticks (reprimands
& threat of job loss)
Employees are “fearful” and do not speak up about ideas, questions, &
mistakes
o Problem: Employee productivity and individual performance is almost impossible to
measure
Performance is determined by unmeasurable factors (ex. Intelligent
experimentation, ingenuity, interpersonal skills, resilience in the face of
adversity, etc.)
o Results in:
Critical information and ideas failing to rise to the top
Not enough time & resources for people to learn (Ex. Not switching to a better
software because employee will work slower when they start learning)
Unhealthy internal competition
Companies who think they can do no wrong
Confirmation Bias
Psychological safety is independent from employee accountability
o Healthy organizations foster both by setting strong goals & acknowledging/discussing
uncertainty
o
Execution-As-Learning Steps
1) Provide process guidelines that facilitate learning
a. Simplify routine action & highlights discrepancies
2) Provide tools for employees to collaborate in real-time
a. IT systems, face-to-face forums
3) Collect process data
a. Ex. Doctors can deviate from guidelines, but must explain what they did and why
4) Institutionalize disciplined reflection
Feedback
Building Block #1: Feedback process
Underlying basic assumptions – an organization’s default mode, by which the members deal
with everyday issues
o May become obsolete over time
Organizational values – somewhat explicit social norms regarding appropriateness of actions,
choices, and behaviors
Cultural artifacts – symbolic tangible/intangible creations of the organization (ex. Google
doodles)
o “Culture eats strategy for breakfast” – Google employee petition against Project Maven
Heroes – Individuals valued by the organization and whose deeds are celebrated by its members
o Role models that shape the way organizational members think how they tackle
problems
Using Character to Shape a Culture of Excellence
Map the Underlying Assumptions of the Existing Culture
Contrast with operating market/environment
Anchoring Organizational Values within Universal, Virtuous Values
Universal values are contained in facets of character
Bringing Values to life
Create cultural artifacts that embody the 11 character dimensions
Ex. “flagship projects”, Mandela developing Rugby team & hiring former “enemies” as
bodyguards
Sustaining a Culture of Excellence (Align all 5 components with Organizational Culture)
Strategy – “The company’s formula for winning”
Mission statement, vision, overarching goals/objects, etc.
Structure – Formal ways by which work is accomplished
Shape - # of levels in organization’s hierarchy
Specialization - # of job specialties required to complete a task (high specialization only
perform outlined tasks)
Distribution of Power – Degree of centralization
o “Matrix” design approach – Employees report to “functional manager” and also “project
manager”
Processes – Information Flow & Decision-Making
Vertical processes – managerial decisions/actions regarding the allocation of resources & talent
Horizontal processes – workflow & operations
Rewards – Ensure effort applied to asks is measured and acknowledged
Tangible rewards lose their energizing effect after a certain income level
People/HR Management – Recruitment, selection, rotation, training, and development of individuals
Misalignment leads to employees deviating towards practices implied by culture
Human capital resources – high-level unit or firm capabilities arising from effective
combinations of individual-level capabilities
o Can drive competitive advantage
Competencies – The sets of knowledge, skills, and abilities that enable individuals to perform
effectively in each job
o Incorporate character dimensions & competencies in hiring
Vicarious Learning – role modelling
Feedforward Loop – When great leaders use their unique position to communicate information
available for upper echelons to their close collaborators
Feedback Loop
Systems come first and performance comes later
o Systems are more impactful than individual practices