Intro to Organizational Cultural Change: Leadership Structures, Power, Accountability, and Roles

Transcription

1 Intro to Organizational Cultural Change: Leadership Structures, Power, Accountability, and Roles Mark R. Jones, Ph.D. The Sunyata Group Copyright 2016 Sunyata Group. All Rights Reserved. 1

2 Purpose Introduce Cultural Lens Introduce Cultural Analysis Models o Single-Point Accountability (SPA); o Responsibility-Accountability-Authority (RAA); o Sponsor-Agent-Target-Advocate (SATA). Copyright 2016 Sunyata Group. All Rights Reserved. 2

3 Cultural Lens Culture is a subjective collective identity; Culture incorporates specific patterns of human knowledge, beliefs, expectations, and behaviors based on norms regarding shared attitudes, values, aspirations, and practices. Culture is important because it: o Drives individual and collective behaviors; o Impacts personal and organizational performance and outcomes. Copyright 2016 Sunyata Group. All Rights Reserved. 3

4 Organizational Culture Sustained by formal (org chart) and informal (grapevine) leadership structures; Power, accountability, and roles are products of organizational culture. Leaders establish and/or reinforce the cultures that set the emotional and behavioral norms of the organization; Emotional and behavioral norms determine actual personal and organizational performance and outcomes. Copyright 2016 Sunyata Group. All Rights Reserved. 4

5 Culture and Quality To achieve different individual and organizational performance and outcomes requires changes to/within the culture; To achieve cultural change requires emotional and behavioral changes by leaders; Cultural awareness and transformation is the key challenge to being successful in achieving positive process improvement results (quality)! Copyright 2016 Sunyata Group. All Rights Reserved. 5

6 Useful Definitions Leadership is about relationship emotional-socialcultural-cognitive-spiritual dynamics; Management is about process; You lead people and manage processes! Power (P = dw/dt = change in force x movement): The relational ability to coerce (authority) or persuade (influence) an individual or collective to act (change); The relational ability to coerce or persuade a change in the energymatter [physical (sensations), emotional (emotions), cognitive (thoughts), or spiritual (values)] position (location in space/time/consciousness) of an individual or collective. Copyright 2016 Sunyata Group. All Rights Reserved. 6

7 Single-Point Accountability (SPA) SPA analysis is used to clarify/determine who is responsible for, accountable for, and/or has authority for relational or process dynamics and results; Only one person is authorized within the organizational scope to be held accountable for the decisions, processes, and outcomes regarding their authorized area of leadership (relational) and management (process); Only one person is identified as a SPA for a task or task segment; Co-leadership: One person explicitly has the lead for a task segment, and can explicitly pass the lead over at any time to another collaborator. Copyright 2016 Sunyata Group. All Rights Reserved. 7

8 Responsibility- Accountability-Authority (RAA) RAA analysis clarifies the scope of commitment, reporting, and authority of a person or a team; For any given leadership (relational) and/or management (process) assignment (task action event), there is an explicit description of the commitment, agreement, and rights associated with the performance of the assignment; Every authorized role has a written RAA in a job description. Copyright 2016 Sunyata Group. All Rights Reserved. 8

9 RAA Sources Responsibility and Accountability can be sourced from Operational Agreements; Authority can be sourced from Organizational Charts (Org Structure) and SATA Influence Diagrams. Copyright 2016 Sunyata Group. All Rights Reserved. 9

10 RAA Definition of "Responsibility" Moral or legal commitment to perform an action or behavior (cognitive and/or emotional, culturallybound intra-personal, interpersonal, or collective); Can be expressed as an overarching commitment declaration such as individual-level Authentic Presence Statement or an organization-level Vision- Mission-Values Statements. Copyright 2016 Sunyata Group. All Rights Reserved. 10

11 RAA Definition of Accountability Agreement to fulfill, monitor, and report commitments (intra-personal, interpersonal, or collective) as declared intentions and outcomes in relation to: expected/ perceived experiences, observable/observed behaviors, expected/observed actions, and/or expected/observed events; Can be expressed as an overarching agreement such as individual-level Authentic Presence Statement or an organization-level Performance Commitment Statement. In organizational development terms, accountability is frequently addressed as role (power: authority influence) commitments. Copyright 2016 Sunyata Group. All Rights Reserved. 11

12 RAA Definition of Authority Social-cultural coercive (enforced) right to give an order or direction that must be followed by others; In leadership (relational) development terms, the emphasis is on physical-emotional-social-culturalcognitive-organizational (PESCCO) competency and awareness levels at both individual and collective (cultural) levels. Copyright 2016 Sunyata Group. All Rights Reserved. 12

13 Sponsor-Agent-Target- Advocate (SATA) SATA is used to identify the organizational roles and networks through which relational power (authority influence) flows: o Formal organizational roles and networks depict how work is supposed to be done; o Informal organizational roles and networks are how work actually gets done. Copyright 2016 Sunyata Group. All Rights Reserved. 13

14 SATA Model Analysis Use SATA analysis to help identify: o What organizational and meta-organizational existential crises (trauma) you are responding to; o Who are the actor-agents in your internal and partnership relational ecosystems; o What formal and informal roles are being held and by who; o How does work actually get done; o How would we like work to actually get done. Copyright 2016 Sunyata Group. All Rights Reserved. 14

15 SATA Formal Roles Visible leader (relational), manager (process), and execution (doer) roles presented and described in a formal organizational chart; Emphasize and require specific authority and vertical reporting relationships for accomplishing leadership, management, and execution; Formal networks depict relational power (authority influence) flows informal organizational charts; Exercise of power within a formal role-network structure is a power-over behavioral dynamic where the "Agent" and Target have limited emotional-social-cultural choice in following the orders of the Sponsor to take some specified actions (behaviors). Copyright 2016 Sunyata Group. All Rights Reserved. 15

16 SATA Formal Roles Sponsor (Initiating Sustaining): Direct authority over resources to get work done; Agent (Orchestrator): Functions as a Consultant or Coach to Sponsors and Targets; Target (Implementer): Authorized and positioned to get work done; Advocate (Champion): Has a good idea but no authority to get work done and is in search of a Sponsor. Connor, D. (1992). Managing at the speed of change. Hoboken, New Jersey: Wiley Copyright 2016 Sunyata Group. All Rights Reserved. 16

17 SATA Informal Roles Informal roles are the "influence" roles that are only visible through behavioral observation; Emphasize and require clarity around the benefit of participation and the types of leader-follower roles available, and require a high degree of horizontal alignment around a shared vision-mission, and desired strategic and tactical outcomes. Copyright 2016 Sunyata Group. All Rights Reserved. 17

18 SATA Informal Roles Three types of Influence Leaders 1. Opinion Leaders are people that other people go to help form their own views and opinions ("grapevine ) 2. Social Connectors are the people that organize and promote the social events of the organization, and influence what cultural memes and behavioral practices are acceptable within the organization 3. Shaman are the people that hold the integrity of the relational container by intervening in the emotional system of the organization Copyright 2016 Sunyata Group. All Rights Reserved. 18

19 SATA Informal Roles Sponsor (Initiating Sustaining): Controls access to resources particularly relational resources Agent (Orchestrator): Functions as a Consultant or Coach to Sponsors and Targets Target (Implementer): Chooses to prepare for and perform the agreed-to work Advocate (Champion): Has a good idea but insufficient relational resources to get the work done and is in search of a Sponsor Jones (2012) modification to Connor. Copyright 2016 Sunyata Group. All Rights Reserved. 19