6 step model
The Management Drives culture paths consist of 6 steps that are given different emphasis, depending on the drives in the organisation and culture diagnosis.
The culture paths build on the three steps that form the core of the Organisational Development programme. The following is a summary of these six steps:
1. Mission and vision
The (existential) foundation of your organisation is formed by its Mission and Vision. If your organisation’s mission is not properly defined, what it primarily boils down to is the spontaneous click between people. Otherwise, nothing will seem to run smoothly. The Mission describes what you want to achieve and the Vision describes what you intend to do.
2. Strategy and Focus
This step determines what you want to create as an organisation. What focus do you dare choose and what strategy will you use to work towards achieving your Vision based on your Mission?
3. People and Structure
The organisational aspect demands the most attention from management. However, this is also the aspect that receives the least active attention. Management is often guided by the issues of the day. In this step, undivided attention is demanded to both people and structures.
4. Coordination and Execution
Coordination in an organisation takes place through clear agreements and the story and people behind those agreements. As logical as it may be that people have their own responsibility, you do not truly function as a team until you take others into consideration and offer help. This step concerns the balance between professionalism and humanity.
5. Individual Role and Confrontation
Every participant in the organisation can be expected to play a specific role in the culture and behaviours of the organisation. How does he create positive energy? Likewise, how does he create negative energy? How do people confront one another? This step deals with confronting your own role within the organisation.
6. Contemplation and Reflection
This step concerns periodic contemplation and refl ection on each other’s behaviour and the development of the organisational culture. This does not relate to the Mission and Vision, but is up front and close with the individuals. What about your colleague’s behaviour do you approve of? What are you fed up with? And what do you see when you turn your attention inwards?
The desired cultural changes resulting from the culture diagnosis are realised step by step. The professional goals of the organisation are developed and implemented parallel to these steps. Organisational development and cultural development are inextricably linked.