CULTURAL WORK IN PRACTICE Liv Cardell, Senior Management Consultant CEO, Cardell Consulting AB, Sweden Cardell Consulting RED RED MATTERS MATTERS TRIOLOGY TRIOLOGY Liv Cardell, Cardell Consulting AB. Web: cardellconsulting.se, Mobil: +46 733 744 777
Organizational Culture How to make people do the right things
Cucumbers and organizational culture??? RED MATTERS TRIOLOGY Cardell Consulting Liv Cardell, Cardell Consulting AB. Web: cardellconsulting.se, Mobil: +46 733 744 777
Improvement growth Structure Humans Improvements STRUCTURE Control Facts Management Systems Measures CULTURE Values Attitudes Behaviour Ethics Assumptions Structure Culture RED MATTERS TRIOLOGY Cardell Consulting Liv Cardell, Cardell Consulting AB. Web: cardellconsulting.se, Mobil: +46 733 744 777
Colourful Balance STRUCTURE Administrative Organizing Control Specialist Focus on efficiency, technique, facts, plans, systems, information HUMANS Coach Support Cultivate Focus on people, feelings, values, performance IMPROVEMENT Develop Coordinate Network Learn/Evaluate Focus on sustainibility, environment, direction, vision, the whole RED MATTERS TRIOLOGY Cardell Consulting Liv Cardell, Cardell Consulting AB. Web: cardellconsulting.se, Mobil: +46 733 744 777
Sorting communication Informing, policies, plans, compliance, ordering, measuring Human processes, cultivating, dialgue involving, cocreating, reflecting, collaboration RED MATTERS TRIOLOGY Cardell Consulting Liv Cardell, Cardell Consulting AB. Web: cardellconsulting.se, Mobil: +46 733 744 777
Stabilize/focusing & Widen up/learn Debate Dialogue RED MATTERS TRIOLOGY Cardell Consulting Liv Cardell, Cardell Consulting AB. Web: cardellconsulting.se, Mobil: +46 733 744 777
For successful change reach the whole person RED MATTERS TRIOLOGY Cardell Consulting Liv Cardell, Cardell Consulting AB. Web: cardellconsulting.se, Mobil: +46 733 744 777
3 DOMAINS FOR CULTURAL AND ORGANIZATIONAL GROWTH STRUCTURE Producing Doing IMPROVEMENT Learning Training CULTURE Cultivating Feeling Cardell Consulting Liv Cardell, Cardell Consulting AB. Web: cardellconsulting.se, Mobil: +46 733 744 777
In the leaders toolbox RED MATTERS TRIOLOGY Cardell Consulting Liv Cardell, Cardell Consulting AB. Web: cardellconsulting.se, Mobil: +46 733 744 777
EACH DOMAIN HAS A DIFFERENT PURPOSE STRUCTURE Focusing, structuring, stabilizing, following up, controlling, regulating, descisionmaking, planning, disciplining Cardell Consulting CULTURE Creating trust, openess, courage, will to contribute. Cultivate values. Shared desires and aims. Existential and human issues. Personal and team growth & performance. IMPROVE Widening new perspectives, context, training, questioning, learning, exploring, co-creating, understanding, continuous improvements Liv Cardell, Cardell Consulting AB. Web: cardellconsulting.se, Mobil: +46 733 744 777
95 % blue meetings. It s very important with involvement, engagement and to feel joy at work RED MATTERS TRIOLOGY
Involving and co-creating meetings to move people RED MATTERS TRIOLOGY Cardell Consulting Liv Cardell, Cardell Consulting AB. Web: cardellconsulting.se, Mobil: +46 733 744 777
LEARNING ORGANIZATION? Improve openness & courage, will to contribute, more ideas, problem solution, shared pictures and force, focus on the whole, improve learning, cultivating, trust.
Cross-wise meetings for shared views RED MATTERS TRIOLOGY Cardell Consulting Liv Cardell, Cardell Consulting AB. Web: cardellconsulting.se, Mobil: +46 733 744 777
Evolution-curve 2. Stabilize 3.Complacency/ Blindness 4. Chaos 1.Development RED MATTERS TRIOLOGY Cardell Consulting Liv Cardell, Cardell Consulting AB. Web: cardellconsulting.se, Mobil: +46 733 744 777
To be aware and alert RED MATTERS TRIOLOGY Cardell Consulting Liv Cardell, Cardell Consulting AB. Web: cardellconsulting.se, Mobil: +46 733 744 777
SUCCESS FACTORS United management team Cultural driving license Courage to discipline Involving and cross-sectional meetings
Cultivate or direct? RED MATTERS TRIOLOGY Cardell Consulting Liv Cardell, Cardell Consulting AB. Web: cardellconsulting.se, Mobil: +46 733 744 777
TOOLS LOG IN Why: Present, open, signals, trust, courage Ex: What are your feelings/thoughts right now. What works best and worst for you right now? What is your best experience since we met last time How: Short sentences and without interruption. If you are many participants take one word or one sentence. LOG OUT Why: Continuous improvements, train feedback and to be critical. lessons Ex: What was good and what can be even better. What was the most important? What did you learn? How: Short sentences and without interrupt. SMALL GROUPS Why: More people involved and in action. More openness and ideas. Feel safer in smaller groups. How: Never be more than 7 in a group. Sit in a circle very close to each other.
TOOLS SHARED SPACE REFLECTIVE TEAM Why: Easier to be open to new perspectives. Listening. Shared views and understanding. Respectful communication. Easier to be open to each other. How: Sit in a circle and have a dialogue without interrupting. You can also have one group talking while other groups are listening and then let other groups talk one after one. FEELINGS Why: Talking about feelings creates trust. It takes people to a deeper place where more trust can be developed. It also makes people feel more belonging in a group. It gives more quality to decisions. How: Log in, log out or before a decision: How do you feel about this decision? DIALOGUE Why: What characterizes a debate is that the communication is rhetoric. People try to persuade each other. Often people mostly are thinking of their own ideas and don t hear anything from the others. In a dialogue People learn from each other, they get a greater amount of understanding and learning. Big ears and smaller mouths. Dialogue is a must in a learning organisation. Dialogue is the tool within shared space and reflective teams.
TOOLS ROOM DESIGN Why: To be able to have flexible, involving and co-creative meetings How: Big tables are best for one way communication. For involving and co-creating meetings it s good with flexible chairs and small tables that are easy to move depending on the design of the meeting. It s also very good with walls where you can create thoughts and ideas together and make them visible. BLUE, RED & GREEN DOMAIN Why: Complexity needs simple tools. The three colours make it easier to create a conscious balance between the three. Without this there is a risk to forget the red and green, even though there is a wish for red and green importance of red and green effects. Also it makes it easier to talk when you have shared language. All domains are important for Safety Culture. How: Blue Policies, management systems, standards, surveys, control systems. Red Openness, courage, trust. Green learning organisation, questioning attitude, continuous improvements
TOOLS BLUE, RED & GREEN TOOLS Why: To reach the whole person and to reach below the surface of the water which is needed when working with culture. Red is needed for really making people move. How: Blue tools are needed for blue issues, red for red issues and green tools for green issues. (Many times we use blue tools for red and green issues and that doesn t work very well). BLUE, RED & GREEN MANAGEMENT FOCUS Why: A Manager has three goals.. Blue: To structure, organize, plan, control, follow up, discipline. Red to cultivate values, create trust, make people want to contribute, to feel responsible, engaged and open. Green To improve, to learn, to connect to the whole within the company, to connect to the future and to the environment. How: Answer the question What is a good balance between the three in a nuclear organization and concerning safety culture work? The management team should clarify a desired balance between the three and measure and reward all three. POSITION GAME Why: To understand other perspectives. To feel how it is to be in another position. Understanding. How: To look at a situation from another perspective. Being in another role. Like standing in another person,s shoes.
TOOLS CHALLENGING REFLECTION Why: To find out if there are more things that have to be said or understood in the room before going further in a process. How: To open up or to provoke to talk about tabooss or elephants. The reflectors can reflect over assumptions they have. They can also exaggerate the assumptions or just make challenging statements to see if there is something more to be understood. Mostly a very good tool for opening up. SCALING Why: Quick tooll to find out the opinions in the room. It shows diversity in a democratic way without getting influenced from strong voices or group pressure. How: The participants make a scale from one to five on a paper. Or They can bend their heads and close the eyes and give a value with one to five fingers. You also can have made up scales and questions in advance.
TOOLS TIMELINE CONTEXT WHY: To see improvements or a situation easier. To highlight movements. To motivate. To get an understanding. Makes it more meaningful. HOW: Help with a picture and connect situations or other themes. FACE WHY: The energy from a leader is very important for the feeling and atmosphere that it creates in a room. It has a big impact on others. HOW: Show with your face that you like your job, that you like to lead and that you like the people you lead. 3 GOALS FOR A MEETING WHY: Without this awareness the meetings will be very blue and improvements wont happen How: Create three goals before you go to a meeting What do you want to achieve concerning decisions and plans What do you want people to have learned and understood What do you want them to feel when they leave the room
Tools SCALING Why : To measure and create a dialogue. To highlight differences. To see improvements. How: Choose a topic. Make a scale from one to five. Create a shared space how the topic would look like if it was valued to five. Then let everyone value how the topic is lived in the organization. After that show on a flipshart. Divide into small groups. Where there any suprises. What will the effects be if it stays this way? What can we do to move up a step on the scale. SUCCESSTORIES Why : To create selfesteam, proudness, energy, hope. How: Have on the agenda to ask for success stories. What is the best that has happened since we met last time. Can be a tuning in question.
Tools CELEBRATE SUCCESS Why: By highlight good examples people learn what is is working. And if it s get celebrated it inspire to change behaviour. How: Celebrate and highlight success.
PROCESS INVOLVING AND CO- CREATIVE MEETINGS Why: Make people being more engaged and responsible. They get ownership for the situation. Their will and ability to contribute improves. How: Make smaller groups. Make people solve problems together, create a future together.
PROCESS CROSS WISE DIALOGUES WHY: Shared view of values, shared understanding. The more involving and co-creative cross wise meetings the more gaining of abilities and responsibilities of the whole. Less ego. It s like synapses. The more connections the wiser. Bridging connections from to down and from down to top and in between departments. HOW: Mix people that have to talk to each other. From top down, across departments and even customers. CONTINOUS AND SYSTEMATIC MANAGEMENT MEETINGS WHY: Brake down silos. Concern for the whole picture. Shared values and cooperation tools. A must for creating a strong cooperative culture. Gathering the human power in uniformed direction. HOW: Make a plan for how often and how long meetings. Decide the purpose and how to use the meetings. A wish is that people and organization grow side by side. Another wish is that these make them interactive. Be aware of how the room is furnished. Use flexible chairs and smaller flexible tables. Be aware of the balance between blue, red and green. Change between the big group and small groups. Use reflecting and dialogue based methods like shared space.
PROCESS MANAGEMENT TEAM Why: If the management team is notnaligned there will be a split in the whole organization How: The management team must be committed to shared desires, visions, values and have the same ambition and be a good role model for what they want to see in the organization. Have a driving license in change management, process work and cultural work such as safety culture (means have the courage to discipline unwanted behaviour even in the top management level. also to be clear with role demands) Have the courage to create new meeting forums. SELF ASSESSMENTS CULTURAL SCANNING WHY: The norm can t see it self. To get a realistic picture of the organizational and cultural self consciousness. One of the most motivating tools to make people want to move. How: IAEA methods Cultural Scanning: Storytelling, Scaling, Metaphors Continuous team self assessment
PROCESS SURVEY FEEDBACK PROCESS BLUE: Inform about the results. Make it simple to understand. Not too many details. Help people to see what s most important. GREEN: Make people ask questions for clarifying. GREEN: Small group work. What was surprising and what was not? GREEN: Small group work. What will the consequences be if we don t do any change? RED: Small group work: What do we feel about the results and the consequences. GREEN: What is a desired place to be and when? BLUE: How do we get there. Make a prioritized plan. Inform about the results. Make it simple to understand. Not too many details. Help people to see what s most important. GREEN: Make people ask questions for clarifying. A SIGNIFICIANT HAPPENING SITUATION WHY. If strong feelings don t get surfaced they will be very alive in secret rooms. Rumors will appear. How: Create forums for talking. Make a timeline. Find facts together and put them on the timeline. Then ask for feelings and then how can we go on in spite of this?
TO CHANGE CULTURE ALIGNED MANAGEMENT TEAM Shared view of SC and an understanding how to work with it. Clear demands on the role of managers and a plan for how to deal with non- aligned managers. Shared vision and values. ALIGNED MANAGERS. With the same as above. Managers, forums for integrating, sharing, uniform, learn, coach, develop, problem solving, follow up. The base for learning and sharing and that the managers use further in in the organization in their own departments. SHARED TOOLS, BELIEF SYSTEMS, CONCEPTS AND LANGUAGE. The same red, blue and green spices to get the desired marinade. Meetings are the base for cultivating. FACILITATING ABILITIES
TO CHANGE CULTURE PROCESSED EVALUATIONS AND SURVEYS. Involving dialogues with facts, feelings, lessons and plans A PLAN FOR CONTINUOUS IMPROVEMENTS: Meetings, evaluation, indicators, expectations, cross wise dialogues, involving and co-creative meetings.