Effecting Cultural Change Session 1: – JISC Joint Programmes Meeting Brighton 7 July 2004 John Webb

2 What is organisational culture? “the way we do things around here” “the way we do things around here” values, beliefs and attitudes values, beliefs and attitudes the sum of behaviours, styles, ways of working the sum of behaviours, styles, ways of working you know it when you don’t conform to it - “counter- cultural” you know it when you don’t conform to it - “counter- cultural” it outlives the stay of individuals it outlives the stay of individuals It is largely intangible and invisible, but very powerful

3 Each individual’s values and beliefs are affected by a range of influences National/ Regional Institutional Professional The things an HE/FE institution stands for, promotes, reinforces The things each individual believes, stands for, practices etc, derived from their discipline and professional background The things that individuals and groups believe and stand for because of their national/regional background There are others but these are three of the key ones

4 What is it valid to try and change? National/ Regional Institutional Professional We can legitimately consider and seek to influence these in HE/FE, if necessary We need to think clearly about this boundary and to respect other people’s values in this domain We can’t change everything There is little we can do in this area

5 Where does the JISC fit in? National/ Regional Institutional Professional We can influence, but not drive culture change JISC programmes

6 What we may see of values and culture Values Beliefs Shapers eg: Vision, purpose and strategy Leadership actions Performance measures People practices Structure Climate Norms Symbols Expectations Behaviours Decisions Performance Where do we find culture in an organisation or group? The “content” - largely invisible How values are reflected and reinforced in an organisation The consequences in terms of the organisation’s success Evidence of culture is often subtle, but it has a strong influence on performance

7 Culture is therefore central to... Values Beliefs...acceptance of the benefits that JISC programmes and projects seek to provide Shapers eg: Vision, purpose and strategy Leadership actions Performance measures People practices Structure...the way institutions and professions promote, support, embed and incentivise use of JISC programmes by staff Climate Norms Symbols Expectations Behaviours Decisions...how HE/FE staff perceive JISC projects and support or ignore them Performance...take-up and use …the acceptance and embedding of JISC projects

8 Can you change culture? Yes, but it’s a long process years Yes, but it’s a long process years You must have a clear idea of where you want to get to You must have a clear idea of where you want to get to Change for change’s sake doesn’t work Change for change’s sake doesn’t work Build the case for change Build the case for change Start with the values and beliefs – sell the benefits and challenge the myths Start with the values and beliefs – sell the benefits and challenge the myths Have a clear idea of the behaviours you are aiming for Have a clear idea of the behaviours you are aiming for What values underlie embedding, using, exchanging, contributing? What values underlie embedding, using, exchanging, contributing?

9 Fortunately, we have some big things going for us We are not talking about changing the whole culture of HE/FE institutions – we can focus more clearly We are not talking about changing the whole culture of HE/FE institutions – we can focus more clearly The world-wide trend of technology adoption and information exchange is supportive – we are working with the flow of values and beliefs The world-wide trend of technology adoption and information exchange is supportive – we are working with the flow of values and beliefs JISC projects are based in and part of the HE/FE community – there are shared underlying values JISC projects are based in and part of the HE/FE community – there are shared underlying values

10 What are the cultural barriers to take- up of JISC projects and services? Group Exercise – 20 minutes In 3 groups: In 3 groups: Examples: Find 3 examples of barriers to the take-up of projects/services Examples: Find 3 examples of barriers to the take-up of projects/services Evidence: What did you notice that made you aware of the barrier e.g: Evidence: What did you notice that made you aware of the barrier e.g: a symbol a symbol something that was said something that was said an attitude or way of behaving an attitude or way of behaving a decision (or failure to decide) a decision (or failure to decide) Shapers: what might be shaping that behaviour? e.g: Shapers: what might be shaping that behaviour? e.g: an institutional policy an institutional policy an incentive, (or lack of incentive) an incentive, (or lack of incentive) A lack of resources A lack of resources Values/Beliefs: What do you think was the underlying value or belief? Values/Beliefs: What do you think was the underlying value or belief?

11 Summarise your discussion on a flip chart Example of barrier Evidence Possible shaper(s) Underlying value/belief Reluctance to deposit L&T materials in repository “I’m not sure it’s good enough” “I’m not sure it’s good enough” “I haven’t got time” “I haven’t got time” Time spent is not recognised by institution “It’s not my job to provide materials for others”

12 Report back Briefly describe your results Briefly describe your results Keep them – they’ll be needed after lunch Keep them – they’ll be needed after lunch LUNCH BREAK

13 Effecting Cultural Change Session 2: – JISC Joint Programmes Meeting Brighton 7 July 2004

14 How can we identify target areas for culture change? A “say/do” matrix is a simple and powerful tool for A “say/do” matrix is a simple and powerful tool for identifying what people think is important about how an organisation or group works identifying what people think is important about how an organisation or group works establishing the gaps between what we say and what we do establishing the gaps between what we say and what we do selecting priorities for culture change selecting priorities for culture change So what is a “say/do” matrix? So what is a “say/do” matrix? Slogan values Managing values Missing values Accepted values _ SAY + + _ DO

How can we use the matrix? Develop a list of (say 30) values and beliefs that are important for an institution or group to take up your project/service eg: Develop a list of (say 30) values and beliefs that are important for an institution or group to take up your project/service eg: It’s good to share ideas with others It’s good to share ideas with others We are receptive to innovation We are receptive to innovation Technology helps us to reduce costs Technology helps us to reduce costs We encourage individual initiative We encourage individual initiative Carry out a survey of the target group, eg: Carry out a survey of the target group, eg: Value/belief Degree to which we say it’s important Degree to which our decisions and actions show it’s important It’s good to share ideas with others We are receptive to innovation Technology helps us to reduce costs We encourage individual initiative A great dealA littleA great dealA little

16 SayDo Group 1 - Clarity in communicating strategy and responsibilities Group 2 - Managing effective work practices, teamwork Group 3 - Treatment of staff as people, with openness and respect Group 4 - Client service Group 5 - Managing quality and risk Group 6 - Availability of support and information Group 7 - Avoiding error, failure, following standards An example of results

17 What’s important about conducting a Say/Do survey? Careful selection of list of supporting values/beliefs Careful selection of list of supporting values/beliefs Returns should be anonymous Returns should be anonymous Survey needs to be done quickly and effectively Survey needs to be done quickly and effectively Results will need simple analysis and presentation to management, with feedback to staff Results will need simple analysis and presentation to management, with feedback to staff Results will indicate the priority areas Results will indicate the priority areas It will help us identify values and beliefs which need attention…

18 …but it will not of itself change the culture Changing culture requires communications, encouragement and reinforcement, rooted in the institution or professional group e.g. Changing culture requires communications, encouragement and reinforcement, rooted in the institution or professional group e.g. clear policy statements clear policy statements demonstrations and hands-on experience demonstrations and hands-on experience training opportunities training opportunities building values into appraisal and feedback building values into appraisal and feedback incentives and rewards incentives and rewards local champions local champions role-modelling by peers and/or senior management role-modelling by peers and/or senior management

19 Let’s share some ideas Group exercise – 20 minutes Have you been aware of change in any culture you are familiar with? Share the experience – what influenced you to change behaviour? Have you been aware of change in any culture you are familiar with? Share the experience – what influenced you to change behaviour? Look at your examples from previous exercise Look at your examples from previous exercise For each underlying value/belief: For each underlying value/belief: Is there a need to change/challenge it? Is there a need to change/challenge it? If so, what do you think would be better in its place? If so, what do you think would be better in its place? For each “shaper” of behaviour: For each “shaper” of behaviour: Is it within our control? Is it within our control? If so, how might we change it? If so, how might we change it? If not, how could we influence it? If not, how could we influence it? NB: No full report to plenary – just capture any “plums”

20 Conclusion: Some critical success factors for effecting culture change A clear and simple core message key values A clear and simple core message key values Long term commitment Long term commitment Getting influential people to model and “walk the talk” Getting influential people to model and “walk the talk” Multiple channels to promote and reinforce the key values e.g: Multiple channels to promote and reinforce the key values e.g: communications of all kinds, briefings, forums, posters, focus groups, repeated surveys communications of all kinds, briefings, forums, posters, focus groups, repeated surveys training and staff development training and staff development performance measures and staff appraisals, appreciation schemes performance measures and staff appraisals, appreciation schemes recruitment, promotion, succession planning recruitment, promotion, succession planning That’s all. Thanks and good luck!