Tag Archives: Culture

Blue CLUES (what’s that?) and working more effectively in Teams: UC’s Organisational Culture Development – update #4

Nau mai haere mai!

Blue CLUES
Blue CLUES* is a newly formed learning community for UC Leaders supporting the organisational culture development programme. The purpose of the community is to support constructive relationships and connections that encourage learning from each other and from experts, enable sharing and solving of challenges, and provide a place for collaborating on opportunities and initiatives.

Culture Leaders are SMT-nominated and generally include all members of an area’s Executive team, those leading teams of five or more, plus others in significant or influential roles in that area. To prepare for facilitating the debrief of the OCI/OEI results as well as enable ongoing culture development and initiatives within their area and beyond, Culture Leaders undertake the LSI, attend UC’s Leading Change and Coaching Conversations workshops, and a 2-day Culture Leader training workshop facilitated by Human Synergistics.

The inaugural Blue CLUES was held on the 22 March and 130 of the current 180 UC Culture Leaders attended. The two-hour session began with a presentation from Shaun McCarthy (Human Synergistics). Then followed a panel Q&A session – with Rod Carr, Darryn Russell, Anne Scott, Iain MacPherson, Janet Carter, Catherine Moran and Letitia Fickel, along with Shaun and Pam Wilson (Human Synergistics).

It was great to see the engagement and interest from those present. You can read more about this session and watch YouTube footage on the Blue CLUES website. More sessions are planned. Culture Leaders – your ideas on the structure and content of further sessions is welcomed via the survey on the webpage link above or you can email organisational.development@canterbury.ac.nz.

*’Blue’ refers to the four constructive styles – Achievement, Self-Actualising, Humanistic-Encouraging and Affiliative.
CLUES is an acronym formed from Culture Leadership Understanding and Education Seminars.

Team Management Profile – a Pilot
As part of our culture development efforts, we are piloting a tool called the Team Management Profile to assist individuals within teams to analyse their work style preferences and consider their implications for effective team performance. Participating in this individual and team analysis, together with facilitated discussions about how we work together, supports the constructive behaviours we are building across UC.

The Team Management Profile (TMP)…

“… gives you insights into how you prefer to work and how you are likely to interact with others in the workplace…..The Profile gives you information about your probable areas of strengths at work and within a team. It is the starting point for learning and development, and a tool that will give you a better understanding of how to maximise your potential and work with others.”

Here’s more about the tool and the research behind it.

We’ve approached a small number of work areas to pilot this programme. Once we’ve evaluated how this supports the organisational culture development already underway, we’ll decide whether to utilise this more widely. If you would like more information about this pilot you can talk to my colleague Karen Grant.

Finding Out More
– See UC’s Culture Journey website for more information on the UC programme, tools, articles and white papers, FAQs and more.
– Share your good news stories about culture change. Snippet of news? Use the short format. More reflective story to tell? Use the slightly longer format (suitable for Culture Leaders).
Previous blogs

Mā te wā
Noho ora mai
Karen Mather, Organisational Development Manager

UC’s Organisational Culture Transformation – update #3 – Hui Method, Organisational Culture in the news …

Living the four constructive behaviours: How the “Hui Method” supports our desired organisational culture

Thinking of things cultural, this is a shout-out for engagement with the staff professional development opportunity Tangata Tū, Tangata Ora. I refreshed my knowledge last week – along with a group of nineteen engaged academic and general staff from across UC. This reminded me of the inclusive practices that are exemplified in the “Hui Method” (aka The Mihi Method) which is modelled in the programme.

This process developed out of research at the University of Otago contains four key elements:
1. Mihi – initial greeting and engagement
2. Whakawhanaungatanga – making a connection
3. Kaupapa – attending to the main purpose of the encounter and
4. Poroporoaki – concluding the encounter and ensuring clarity about the next steps.

The facilitators Ripeka and Abby encouraged us to consider the use of this method for a number of situations. Examples we discussed included: an inclusive way of teaching in both large and small group settings, use in other student interactions, and how this could positively change the format of meetings. The concept appeared to resonate for all of us there.

Using the Hui Process will reinforce the constructive behaviours described by Human Synergistics – from both the individual and organisational perspective. Mihi and Whakawhanaungatanga create an environment of participation, trust and commitment. In other words the Humanistic-Encouraging and Affiliative behaviours. Focusing on Kaupapa after the building of engagement and connection fosters Achievement characteristics. The articulation and clarification of agreed next steps reinforce that style. The entire process supports Self-Actualisation as this is about personal growth and development, about expanding experiences, and gaining fulfilment from doing a job well.

The Hui Method was developed in an educational health setting and seems to me to be a helpful way to support our bicultural aspirations, while helping us to model the operational culture we have described as desirable. See the Tangata tū, tangata ora website to register.

“The current consensus from Māori health leaders, student feedback and anecdotal Māori patient feedback indicates the ‘Hui Process’ is easily learnt, well received by patients and can enhance the doctor–patient relationship”.

Lacey, Cameron & Huria, Tania & Beckert, Lutz & Gilles, Matea & Pitama, Suzanne. (2011). The Hui Process: A framework to enhance the doctor-patient relationship with Māori. The New Zealand medical journal. 124. 72-8.

If you are an academic staff member and you want to further reflect on your own practice, make connections and identify potential opportunities to embed culturally responsive pedagogy see Culturally Responsive Pedagogy: From Theory to Practice.

Feature Articles – organisational culture in the news
I’ve been seeing and hearing a lot about Organisational Culture in the news (and I don’t believe it is just frequency illusion!) People seem to be more aware of the impact of workplace culture on their practices, services, staff wellbeing and organisational success. Below are some examples. I am keen for some that show impact from a more positive aspect – send me any you find.

1. Should we steer clear of the winner-takes-all approach? Researchers reflect on an initiative in New Zealand to make science more inclusive. (Nature, International Journal of Science)

“At a time of great global divisiveness, moves are afoot to make the research culture more welcoming, respectful and responsible …. The winner-takes-all model is not the only way to make big breakthroughs in research ….”.

2. Interview with Deloitte’s forensic director Lorinda Kelly (audio): “New Zealand least corrupt in the world” (Radio NZ The Panel)

“… sub-culture … it was OK to be doing the things they were doing and it was the way everybody was behaving in that small group … corrupt culture that enabled the behaviour to carry on…”

3. “EQC culture change is long overdue” (Stuff editorial)

“….EQC seemed increasingly like a throwback to the bad old days of tight-lipped, defensive organisations that did not always seem to have local interests at heart”.

Finding Out More
– See UC’s Culture Journey website for more information on the UC programme, tools, articles and whitepapers, FAQs and more.
– Share your good news stories about culture change. Snippet of news? Use the short format. More reflective story to tell? Use the slightly longer format (suitable for Culture Leaders).
– Previous blog – Blog #2.

Ngā mihi nui
Karen Mather
Organisational Development Manager

UC’s Organisational Culture Transformation – update #2

News
The College of Science 2-day Culture Leader workshop was held last week. Twenty-seven Culture Leaders (Heads, other senior staff and Team Leaders) engaged with each other, theories of Organisational Culture, other content and their results. Pro-Vice-Chancellor Wendy Lawson observed

“It was an intense couple of days for our group of ‘culture leaders’. But the next steps are even more important: sharing the results with our colleagues in a way that supports understanding, and planning next steps.”

The now well-tried and tested workshop agenda includes:
– The “How Culture Works” model (Circumplexes, Outcomes and Causal Factors),
– A case-study exercise using the overall UC results, and
– The release and debrief of the ‘local’ results – at the unit and sub-unit levels.

This brings the number of Culture Leaders who’ve been through the 2-day workshop to 180.

Sharing News and Good Stories
Can you relate any positive experience within your team, your wider work area, or across UC to the organisational culture programme activities you have been undertaking? Please take a couple of minutes to tell that story. There’s two questions plus a few demographics and you can repeat this at any time. I’d love to hear your experiences.

Culture Leaders – there is a slightly longer survey you can utilise asking a little detail about experiences and reflections as well as positive stories.

Feature Article: The Interactive Circumplex
The interactive circumplex on the Human Synergistics website is a great tool for getting your head around the lens ‘shift’ of the 12 styles from an Individual style perspective to the Organisational Culture view i.e. the Behavioural Norms which are encouraged, discouraged or tolerated. All the elements of the Circumplex are defined and explained as you click on them.

A good example is:
– Click on Individual level: Personal Managerial or Leadership Styles view (left-hand side) and then click on the Perfectionist segment and you will reveal…

“Perfectionistic: Based on the need to attain flawless results, avoid failure and the tendency to equate self-worth with the attainment of unreasonably high standards. People high in this style are preoccupied with details, place excessive demands on themselves and others and tend to show impatience, frustration and indifference toward others’ needs and feelings.”

– Then click on Organisational level (Behavioural Norms) on the left and then on the Perfectionistic segment and you’ll see…

“A Perfectionistic culture characterises organisations in which perfectionism, persistence, and hard work are valued. Members feel they must avoid all mistakes, keep track of everything, and work long hours to attain narrowly defined objectives.”

This lens shift shows the difference between an individual who has a Perfectionist workstyle (measured by the LifeStyles Inventory) and an organisational culture that encourages Perfectionistic work habits (measured through the Organisational Culture Inventory).

Planning timeline
The indicative timeline for planning the organisational culture programme in each area is as shown below (click to enlarge)….

Finding Out More
– See UC’s Culture Journey website for more information on the UC programme, tools, articles and whitepapers, FAQs and more.
– Previous blog: #1: https://blogs.canterbury.ac.nz/intercom/2018/01/24/ucs-organisational-culture-transformation/

Ngā mihi nui
Karen Mather
Organisational Development Manager

UC’s Organisational Culture Transformation

In 2013 we started to take a deliberate look at our organisational culture –

“the shared values, norms and expectations that guide us in terms of how we approach our work, interact with each other and interact with our students, stakeholders and customers. Organisational culture includes the patterns of behaviour that are encouraged, discouraged, or tolerated by people and systems over time.”

Why? An organisation’s culture affects performance, employee engagement and the ability to create an innovative and positive work environment.

The first steps we took were to enhance constructive behaviours* in our staff in leadership roles. We are utilising a 360 degree tool called the LifeStyles Inventory (LSI), coupled with coaching. The LSI has continued to be part of the readiness for the next stage – enhancing Culture – to support our continued efforts to be People Prepared to Make a Difference and to achieve our strategic goals.

(* The four Constructive behaviours are: Achievement, Self-actualising, Humanistic-Encouraging and Affiliative.)

The Culture component of the journey began in earnest in 2015 and is now underway for the majority of staff. So far 76% of staff have had the opportunity to participate and have started to discuss the UC culture they experience (“Actual”) and the UC culture they desire (“Ideal”). These conversations, activities and initiatives are supported and validated by the measurement tools we are using – provided by Human Synergistics.

This culture transformation is an SMT-led initiative. HR’s role is to support each SMT member as they plan when and how they will deploy the measurement tools, and support their areas to close the gap between the perceived ‘actual’ and ‘ideal’ culture. Culture Leadership teams have been established in each area. The Culture Leader’s role is to debrief results with their staff, initiate and support discussions to build understanding of the results, and to enable and empower staff with their subsequent activities, changes, relationship building and initiatives.

News
Learning Community for Culture Leaders “Blue CLUES”, a series of sessions for the growing group of Culture Leaders, will start in March. The purpose of these sessions will be to learn – from leaders and guest experts, as well as from each other – and to network in order to share our experiences and lessons.

Invitations for the inaugural session on 22 March will be sent soon for those who are designated Culture Leaders in their areas. Our guest speaker will be Shaun McCarthy, Director Human Synergistics Australasia. Please pencil in the date.

Feature Article
If you are wondering how to take a (further) step in the right direction, this article may prompt some thinking…

“8 Things Constructive People Don’t Do”. Published on 17 Jan 2018, By Dominic Gourley. “Sometimes it’s easiest to know what Constructive is by looking at its contrast…”

Dominic’s article refers to the Human Synergistics Constructive behaviours at the individual level. If you are not familiar with these or you want to see them compared with the styles at the organisational/culture perspective, you might find this article of interest.

Finding Out More
– Please see UC’s Culture Journey website for more information on the UC programme, timeline, tools, articles and whitepapers, FAQs and more.
Listen to the VC talking about this topic

I plan to provide you with updates, resources, guest blogs etc. once a month. If you have any success stories to share from your area’s work following your culture discussions, please contact me, I welcome your input.

Ngā mihi nui
Karen Mather
Organisational Development Manager

JAPANESE PROGRAMME RELEASES 2017 DANCE VIDEO

2017 UC Dance 2[2]

On Tuesday 25 July, the Japanese Programme released this year’s collaborative dance video – ‘Koi Dance’.

This dance, which originates as the theme tune of a popular Japanese TV drama, has become a craze in Japan. Our version was made from sections of the dance performed by all 400+ participants at this year’s annual NCEA Japanese Workshop at UC in June, edited together with sections made by the 15 individual participating local high schools.

The dance video has attracted over 25,000 hits since its launch and we are hoping that it tops the 89,000+ hits that last year’s dance attracted.

Watch it here>