Is your organization's culture compatible with Lean and Agile? 2/3




- The Social structure produced by the organization hierarchies, the  formal network of collaborations between departments and co-workers and the informal network of personal relationships.
Also the formal and informal collective meetings and gatherings in the organization with their rites, rituals and ceremonies.
The degree of inequality and the balance between Individualism and collectivism in the social structure of the organization.



- The Power Structures produced by the roles and career path defined by the organization, the symbols, the way  responsibilities are assigned and accepted, the way authority is assigned by the organization, and the patterns of delegation. The way people in the organization reach the consensus and deal with disagreement.
The balance between roles and authority versus achievements and value produced for the organization versus fulfillment of needs and aspirations of the people in the organization



- The corporate identity expressed by the stories and myths and by the "heroes", produced by values and visions and norms and language and beliefs and habits.
The meanings that people in the organization attach to their actions with the assumptions and interpretations that define what are appropriate behaviors for various situations. The patterns of behavior acquired and transmitted.
The level of confidence, the openness to dissent and to variety in ideas and values and identities.



- The Knowledge Structures produced by the knowledge and experience and the skill of the people in the organization.
The ability of people in the organization to generate meanings and  the collective patterns of cultivation and improvement.
The balance between long-term and short-term goals. The attitude about experiments, exploration and failure. The level of avoidance of uncertainties.


Let's put this in the 4 cultural quadrants: continue to read

Print | posted @ Monday, January 21, 2013 8:54 PM

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