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Organizational Culture

An organization’s culture is the pattern of values and behaviors acquired and shared by its members. These patterns tend to persist over time, despite changes in the organization’s membership. Values are common beliefs, attitudes, concerns, and goals that members share at an invisible and emotional level. People manifest their beliefs through visible behaviors and practices such as formal and informal structures, reward systems, communication, decision-making processes, and internal and external relationships.

Our 60-Statement, 6-Part Diagnostics:

Each statement asks you to rate the “Existing” and “Preferred” culture. The rating scale is never, seldom, sometimes, often, and always. Read the statement and choose the scale word that most accurately describes what currently exists in your organization and then choose the scale word you would prefer it to be. All statements need to be rated for both existing and preferred or the diagnostic will not allow you to move on to the next section. This assessment takes about 30 minutes to complete and will need to be completed once you start it or it will time out and you’ll need to start over. Click on the submit button after the last statement and your results will be tabulated. When everyone in your organization has completed the assessment, you will receive feedback on the results with an explanation regarding how your organization plans to act on your feedback.

Descriptions of the Six Categories

Section 1 – Bias for Authority –examines the way your organization is currently being directed in your organization. Please remember for this and the other five sections that the word ‘supervisor’ has been used in all the statements and reflect leadership and management at all levels in your organization. Looking for:

  • Predisposition to lead by command
  • Input or advice of others
  • Inflated egos
  • Subservient Employees
  • Fear of retribution

Section 2 -  Regulation Restriction – examines how influential process and procedure is in your organization. You will see statements that speak to both internal and external restrictions placed on the organization. Looking for:

  • Regulation imposed from outside
  • Regulation imposed from Inside
  • SOPs that keep us safe and sound
  • Subservient to regulation
  • Driving out creativity and innovation

Section 3 -  Appreciation for Employees – examines the appreciation that is given to and received by employees in your organization. Speak to your own experience and what you have witnessed in your organization regarding others. Looking for:

  • Recognition of Accomplishments
  • Job description and matrix
  • Inclusion of workforce
  • Person versus job
  • Employees are valued for who they are

Section 4 – Hunger for Excellence – examines employee’s motivation and behavior. It also looks at supporting structures for teamwork and innovation practices in your organization. Looking for:

  • Ownership
  • Quest for success (pride)
  • Ideas generation
  • Winning teams
  • Identifying talent

Section 5 – Accountability Courage – examines how your organization views success and

failure. In addition, this series of statements look at sharing ideas and knowledge, the way your organization celebrates success, and how setbacks are dealt with. Looking for:

  • Taking the blame
  • Giving away credit
  • Ownership of all things
  • Holding ourselves accountable
  • Does our world feel like pass/fail

Section 6 - Supporting Systems for People - examines systems for employees that support the whole work experience. Things like blame, communication, and training practices are looked at along with overall happiness of employees. Looking for:

  • Flourishing and cared for
  • Training for Excellence
  • Listen and Practice Empathy
  • Supports Environment of Ownership
  • Encourages Mistakes for Opportunities