Tag: Organizational Culture

Organizational Culture: A Non-Judgmental Approach

Tom Peters and other organization development luminaries consider culture a key element in sustainability and success.  There are many studies and books seeking to understand and provide models for organizational culture. Most are based on the analysis of successful organizations, like Apple and Google, extracting characteristics that might have contributed to their success. In their… Read more »

Leading Public Organizations Creatively

The belief that government must continue to be structured and must function in 2012 as it has in the past is a myth. There is much that public sector leaders can do to change their organizational culture, improve the quality of services they deliver, and become more efficient stewards of the public’s money. I would… Read more »

The Mantra Of Appreciation

I first learned about appreciative inquiry in the late 1980s when David Cooperrider and Diana Whitney developed their model, echoing Maslow’s idea that we look at the successful rather than pathological examples to really be helpful to individuals and organizations. At that time the concept of excellence was shaking organizations and Covey’s habits were challenging… Read more »

Who’s the Boss?

One of the most often repeated punch lines from Gallup’s famous Q12 survey of employee engagement is that employees join companies, but leave their immediate supervisor. In other words, people mostly talk about the company when asked what attracted to them to a particular job, but they mostly cite issues with their immediate manager when… Read more »

When Forging Agreements, Silence is… Silence

Agreements are the currency of human systems. Many agreements are implicit social or cultural conventions. We’re not really conscious that we’ve agreed to anything when we stop at red lights, for example, or when we allow people to exit the elevator before we enter. Other agreements are hard won and inconsistently implemented. When I ask… Read more »

What Isn’t Being Said?

When people get together, a lot of things tend to go unsaid. These “things” typically include thoughts, feelings, perceptions, and assumptions about themselves, about other group members, or about the way the group engages. Organizational consultant Robert J. Marshak put that theory to the test several years ago during a workshop he helped develop at… Read more »