“Organizational culture is
the way people think and
act. Every organization
has a culture, which
either works for you or
against you.”
“Developing the leadership competency to accelerate
the change effectively and then sustain the culture
over time is the never-ending role of leadership.”
Roger Connors and Tom Smith
Change the Culture, Change the Game
So:
How do you change culture in a way
that will get the results you want in
your district or school?
How do you do it quickly enough to
enhance the bottom line—to get the
results you want, to reach your
organization goals?
The culture produces the results.
If you need a change in results,
you need a change in culture.
Table Talk:
If everyone in your
district continues to
think and act in the
same manner as they
do today, can you
expect to achieve the
results you need to
achieve?
The current culture (C1) is
not a bad culture.
R1
R2
C1
C2
It’s simply a culture (R1)
that won’t produce new
results (R2).
To achieve R2, you must
create a new culture (C2).
The most effective culture is a
culture of accountability.
Accountability
A personal commitment to achieving the organization’s results.
See It. Own It. Solve It. Do It.
People who are habitually Above the Line accept they are
part of the solution.
Non-Accountability
A focus on what we cannot do rather than on what we can do.
Blame game. Victim cycle.
People who are habitually Below the Line do not get results.
THE SHIFT IN ACCOUNTABILITY:
A1 Actions to A2 Actions
1
A ACTIONS
People externalize the need for
change.
People wait to be told what to do.
People institutionalize BELOW THE
LINE excuses as accepted reasons
not to move forward.
People don’t get engaged and show
full ownership.
People focus on identifying
problems.
2
A ACTIONS
People internalize the changes they
need to make.
People take the initiative to figure
out what to do.
People stop makig excuses and
start asking, “What else can I do?”
People personally invest in making
things happen.
People focus on finding solutions.
Accountability:
Starring in the solution
What is the status of
accountability in the
current culture (C1)?
Accountability:
Getting caught failing
Results Pyramid
1. Define R2
Results
Actions
Beliefs
Experiences
2. Identify A2
3. Identify B2
4.
Provide
E2
Results
Actions
A common mistake: Working
with only the top of the
Beliefs
pyramid by attempting to change what people do
without changing the way they think.
• You get compliance,
but not commitment;
Experiences
• Involvement, but not investment;
• Progress, but not lasting performance.
Let’s jigsaw the Results Pyramid:
In your group of four, make each person
responsible for reading one part of the
Results Pyramid and for identifying the
“highlights” of that section.
Report to the rest of the group.
Consider how the Results Pyramid might
influence your implementation plan.
Results
2.
1.
Define
Rabout
Culture
Confusion
changes
one
results
person
is all
at too
a time,
common
and the
in organizations.
process begins
2 throughout the organization.
2.
Introduce
R
with
Confusion
gettinglicenses
each and
people
everyto
person
maintain
in the
theculture
statusaligned
quo. with
2
3.
accountability
to achieve
R . change
2. Create
RConfusion
Nothing
kills
creates
the momentum
accountability
of and
any
alignment
effort.
more surely
than a clear statement of the results you want to achieve.
Actions
Ernest
Hemingway
wrote,
“Never
mistaketomotion
for
action.”
Nothing,
absolutely
nothing,
gets
people
change
the
way
Accelerating
Classic
mistakes:
a shift in the way people act requires a clear
Clearly,
you
need
to getting
do more
thantojust
get people
acting
they
act
faster
than
them
change
the
way
theyyou
2
understanding
•PrescribingofA what you to need to stop doing, what
differently;
you need to get2them doing the right thing at the
think.
need
•Not
to start
supporting
doing, early
and what
A adopters
you need
to continue doing.
2
right time in a way that produces R results.
•Focusing only on the Actions Level of the Pyramid
1) beliefs right or wrong?”
The
question
is
not:
“Are
current
(B
The
beliefs
people
hold
significantly
influence
what
they
You cannot bring about a change in beliefs
simply
by asking
The
is:
“Are they
effective?”
do question
on to
a daily
basis.
Leaders
mustthat
identify,
honestly
and
people
do something,
although
represents
a good
2 actions needed to
Will
the
beliefs
produce
the
completely,
two
kinds of
B1Abeliefs
arecreate
start.
Toexisting
foster
adoption
ofbeliefs:
B2 beliefs,
leadersthat
must
2 results and B2 beliefs that
achieve
the
result?
hindering
achievement
of
R
experiences that will convince people to think differently.
help the organization move forward.
Beliefs
To provide experiences that will help
Changing
beliefs
create
B2 beliefs,
leadersrequires
should: overcoming
Experiences
create beliefs
that drive
selective
and belief
bias.
• Plan It interpretation
actions
that,
in turn,
produce
results.
This
means
well
planned
experiences
will
• Provide
It change
We must
be
the
we
want
to see happen.
often
requireIt“interpretation”.
• Ask About
• Interpret It
Experiences
My take-away is. . .
How might we use
the Results Pyramid to
plan and implement
TPEP in our district?
Results
Actions
Beliefs
Experiences
We cannot direct the wind,
but we can adjust the sails.
Dolly Parton