A Healthy Hospital is a Happier, Safer and More Productive Place for Care. Why Culture Matters

Transcription

1 A Healthy Hospital is a Happier, Safer and More Productive Place for Care Why Culture Matters

2 Firms of Endearment Performance of Firms of Endearment companies versus the S&P 500, 1996 to organisations the researchers deemed to have a humanistic culture.. Firms of endearment. 2

3 % Return % Return Firms of Endearment Performance of Firms of Endearment companies versus the S&P 500, 1996 to Annualised 1800 Cumulative x x 3.7 x Firms of Endearment S&P 500 Firms of Endearment S&P years 10 years 15 years Source: Firms of Endearment: How World Class Companies Profit from Passion and Purpose. Sisodia, R. Sheth, J. Wolfe, D Prentice Hall, NJ. Conscious Capital. Mackey, J., Sisoda, R HBR Press Mass 3

4 Why Culture Matters Individual Level Outcomes +26% +32% +19% -26% Most Constructive 5 Individual Level Outcomes Most vs Least Constructive Least Constructive Satisfaction Motivation Role Clarity Stress Most Constructive Least Constructive 4

5 Why Culture Matters Group Level Outcomes +28% +30% +25% Most Constructive 5 Group Level Outcomes Most vs Least Constructive Least Constructive Teamwork Inter-unit Coordination Departmental Quality Most Constructive Least Constructive 5

6 Why Culture Matters Organisational Level Outcomes +32% +32% Most Constructive 5 Organisational Level Outcomes Most vs Least Constructive Least Constructive Organisational Level Quality Most Constructive External Adaptability Least Constructive 6

7 Introduction to Human Synergistics

8 Our Model: The Circumplex Developed 40 years ago, the Human Synergistics Circumplex provides a way to see, measure and change the thinking and behavioural styles that drive the performance of not only individuals but also groups and organisations. Research shows that organisational (motivation, satisfaction), group (collaboration) & individual (task/interpersonal effectiveness) outcomes are increased when the primary cluster is constructive. 8

9 The Circumplex Styles Constructive Styles Accomplishes goals Strives for results Works well with others Innovation & creativity Develops others Passive/Defensive Styles Keeps out of trouble Just do what your told Avoids conflict Follows the rules Don t rock the boat Aggressive/Defensive Styles Prove yourself Looking good Critiques ideas and others Controlling Dominate 9

10 Our Integrated Approach The Human Synergistics Integrated Model was developed to enable improvement and change at the Individual, Group and Organizational levels by integrating 5 levels of human behaviour Individual Personal Styles, Impact on Others, Group Styles, Organizational Culture and Customer Experience. 10

11 The Human Synergistics Pedigree Globally recognised as a leader for our impact on performance at an individual, group & organisational level. Respected thought leaders academically (for research & teaching) Our diagnostics and consulting solutions are used in: 321 of the Fortune 500 companies All of the Top 10 Fortune 500 companies 145 of the top 200 ASX Companies All of the Top 10 in the ASX x organisations in the broader healthcare sector in Australia in the past 18 months alone 490+ Universities including 7 of the 8 Ivy League 11

12 Our Approach to Organisational Culture

13 How Organisations Work How Culture Works 13

14 Culture & Engagement Culture is not just another word for climate or employee engagement. It goes right to the very core of how an organisation functions. Because of this factors like engagement or teamwork are outcomes of culture. Culture Engagement How we do things around here What is expected around here How we perform around here 14

15 Comparing Culture & Engagement Engagement is: Above the surface An outcome A symptom of culture The way people feel Effect Short term & Fleeting Feelings Measures how people feel about what is currently happening Culture is: Below the surface The cause of outcomes at an individual, group, and organisational level The norms, values and beliefs of how we are expected to behave Cause Long term & Sustainable Behaviours Measures the underlying behavioural expectations which drive people s experience of the organisation 15

16 Ideal Vs. Actual Cultures Ideal 28,340 people said that this is how they ideally would like to be expected to behave Humanistic-Encouraging: people are supported and developed to be successful Self-Actualising: people express their uniqueness, creativity and embrace change Achievement: people set realistic but challenging goals and believe their personal effort makes a difference Affiliative: people are friendly and cooperative Actual 459,730 people said that this was how they are expected to behave Oppositional: oppose new ideas and change, be on the offensive Avoidance: avoid responsibility and blame others for mistakes Conventional: maintain the status quo and the way things have always been done around here Competitive: compete with each other in the a win lose framework, play politics 16

17 Relationship Between Employee Involvement, Organizational Culture and Outcomes 17

18 Relationship Between Selection and Placement, Organizational Culture and Outcomes 18

19 Relationship Between Appraisal & Reinforcement Systems, Organizational Culture and Outcomes 19