1. WELCOME Organizational Culture

2. SESSION OVERVIEW  Get Set! (Penn State)  Overview of cultural intelligence  Explore the many dimensions of culture  Why culture matters  Organizational culture  Identify your culture  Moving culture forward — achieving cultural alignment  Case study  Summary and reflection

3. GET SET! What Happened at Penn State?  Founded in 1855  24 campuses  17,000 staff and faculty  100,000 students  World campus — 10,000 online  2011 rocked by scandal  2015 Best College designation http://www.nbcnews.com/video/nightly-news/45175925#45175925 http://abcnews.go.com/GMA/video/penn-state-scandal-joe-paterno-speaks-15370022

4. The Differences Difference Makes Cultural Intelligence makes it possible to see and honor difference. Moreover, it understands the details of differences and then seeks to build bridges of understanding to connect and communicate.

5. WHAT IS CULTURE?  Culture refers to the cumulative deposit of knowledge, experience, beliefs, values, attitudes, meanings, hierarchies, religion, notions of time, roles, spatial relations, concepts of the universe, and material objects and possessions acquired by a group of people in the course of generations through individual and group striving.  A culture is a way of life of a group of people - the behaviors, beliefs, values, and symbols that they accept, generally without thinking about them, and that are passed along by communication and imitation from one generation to the next.

6. EVIDENCE OF CULTURE Community Culture Organizational Culture

7. WHY CULTURE MATTERS

8. ORGANIZATIONAL CULTURE Kim Cameron and Robert Quinn

9. WHERE YOU STAND...... DEPENDS ON WHERE YOU SIT!

10. CULTURE IS VARIED AND PERVASIVE Macro cultures are large cultures that span beyond organizations. Organizational culture is shared, basic assumptions that make two organizations in the same industry different from one another. Subcultures are defined by the basic assumptions within different departments. Micro cultures represent what is true for small groups within departments. Edgar Schein— Organizational Culture and Leadership

11. THE SIX CULTURES OF THE ACADEMY CultureKey Attributes - Finds meaning primarily: Collegial In the academic disciplines represented by faculty in the institution. Managerial In the organizations, implementation and evaluation of work that is directed towards specific goals/purposes. Developmental In the creation of programs and activities that further personal and professional growth of all members of the community. Advocacy By establishing equitable and egalitarian policies and procedures for the distribution of resources and benefits. Virtual By responding to the knowledge generation and dissemination capacity in a post-modern world. Tangible In its roots, its community, and its spiritual grounding.

12. SURVEY YOUR CULTURE QuestionsMost people... 1-12Think that this institution exists to/as... 13-18Most people in this institution believe that... 19-24Most people in this institution believe that... 25-30Most people in this institution believe that... 31-36Most people in this institution value... 37-42Most people in this institution tend to trust in... 43-48Most people in this institution value... 49-54Most people in this institution find meaning in... 55-60Most people in this institution are particularly interested in... 61-66Most people in this institution do not want... 67-72People in this institution most fear...

13. CLAIM YOUR CULTURAL IDENTITY  Take 15 and Review  Your Cultural Identity  Impact on Your Organization

14. BRIDGING THE GAP

15. ALIGNMENT

16. BACK TO PENN STATE  Colonial Heritage (Macro)  Founded to serve the needs of science and agriculture  Expands to fulfill its charter as a more comprehensive, research-oriented university  Storied Football Past  Hero worship  Jack Paterno  Blinded by success  Ownership Issues  What is the true identity?  What happens when the hero is gone?  Redefining Penn State  Remember roots  Connect to central purpose  Align macro and micro cultures Cultural Identity Colonial Heritage Academic Excellence Storied Football Past Managerial Culture

17. BUILDING ALIGNMENT

18. I DON’T WANT TO BE ONE THING.. Divergent - Behavioral Cultures Hunger Games - Work Cultures

19. INFLUENCING ALIGNMENT “Sometimes, if you want to change a man's mind, you have to change the mind of the man next to him first.” ― Megan Whalen Turner, The King of Attolia “Influence is effective when it is collaboratively achieved and without recourse to direct manipulation or authority."

20. RICHARDSON COLLEGE CULTURE Cultural Identity Foundation: Control Managerial - Hierarchical Growing: Competence Advocacy - Virtual Desired: Collaboration Developmental - Market Collegial

21. ASSIGNMENT Take 75 Minutes Form into teams Review materials Designate roles Facilitator Time Keeper Reporter/Recorder Outline review process Record key observations Prepare summary report Report recommendation

22. REPORT ON RESULTS  What are the important issues at stake?  How would you influence the micro culture of the culinary program in a positive way?  What do you need to support your efforts and facilitate your success?

23. SUMMARY Culture is varied and pervasive. Culture matters. Culture is observable. Culture is assessable. Culture is adaptable. Culture evolves. Culture may be found at all levels. Subordinate levels may influence the surrounding environment. YOU can make a difference by aligning cultural values, attitudes, and behaviors. Be attentive, be persistent, be persuasive!

24. QUESTIONS OR COMMENTS Questions Comments

25. REFLECTION