1. Igniting Thinking…Maximizing Performance…Enriching Lives
West Virginia Chapter
Mindset Matters: Creating Constructive Organizational Culture to Improve Performance
Presented by
Laural Manegre
January 24, 2014
Igniting Thinking…Maximizing Performance…Enriching Lives

2. Who Is The Pacific Institute and US Ops?
Founded By Lou & Diane Tice in 1971
Global in Scope / HQ in Seattle, WA / 14 Offices
60+ countries, 6 Continents and 20+ languages
Endorsed by the American and Canadian Psychological Associations.
62% of Fortune 1000
Governments
Education
Social Services
Military
The Pacific Institute - US Operations
Responsible for business development and implementation of TPI products in the US
Combines TPI products with appropriate consulting services to maximize outcomes for clients 2 2

3. World-leading Experts / Contributors
Dr. Martin E.P. Seligman
Kogod Term Chair, Professor of Psychology & Director of Clinical Testing, University of Pennsylvania
Dr. Albert Bandura
David Starr Jordan Professor of Social Sciences in Psychology, Stanford University
Dr. Gary Latham
Secretary of State Chair, Faculty of Management, University of Toronto
Dr. David Matsumoto
Associate Professor, Department of Psychology, Director of Intercultural & Emotional Research Lab, San Francisco State University
“I can tell you there is no organization as effective in transferring knowledge from psychology to organizational settings, educational settings, public sector
or private sector than The Pacific Institute®.”
~ Dr. Gary Latham ~
Past-President, Canadian Psychological Association

4. The Wedge

5. Performance Model (Individual / Team / Organizational)
Vision 7%
Individual
Thinking
Individual
Behavior
Plan
Performance =
“Have to”
“How to”
“OLD”
Habits
Attitudes
Expectations
Beliefs
Current
Reality

6. Performance Model (Individual / Team / Organizational)
Vision
Individual
Thinking
Individual
Behavior
Plan
Performance =
“New”
Habits
Attitudes
Expectations
Beliefs
“Want to”
“Invent the
How ”
What do we want?
Current
Reality

7. Culture “I don’t have the aptitude for this”
“It is impossible to be profitable with all of these government regulations”
“ We will never be able to reach those benchmarks”.”
“ “How can we perform under these circumstances?”
“Leadership’s goals are unrealistic.”
“This new system will never work… causes too much stress.”
Individual
Thinking
(cultural Assumptions)
Behavior
Plan or
Systems
Performance
Medi-Tech Hospital Systems
Culture 7 7

8. Vision What would be an “extraordinary Vision” for your Organization?
Omit the How…..

9. Culture
Do you have the right Organizational Culture to take you into the future?

10. What is Culture?
Culture is the shared beliefs and values guiding the thinking and behavior of the organization. 10 10

11. Culture Change or Transformation
Why is it so hard? 11

12. Two General Types of Culture
Defensive Cultures – Inactive / Reactive
Resist Change
Assigns blame when something goes wrong
Uses Chain of Command to control and direct
Constructive Cultures - Proactive
Communicates open and freely
Takes responsibility and accountability
Is innovative and takes risks
Characteristics of Defensive cultures and Constructive cultures. 12

13. The Circumplex Constructive Styles Aggressive/ Defensive Styles
Blue:
Constructive Styles
Red:
Aggressive/
Defensive
Styles
Green:
Passive/Defensive Styles
Copyright © 1998 Human Synergistics International. All Rights Reserved. 13

14. What type of Culture do you have?
Let’s assess your perception of your Organization’s current Culture…..

15. Typical Vision (Ideal or Desired)
OCI Circumplex from Robert A. Cooke and J. Clayton Lafferty, Organizational Culture Inventory®, Human Synergistics International, Plymouth MI USA. Copyright © , All Rights Reserved. Used by permission.

16. Healthcare Ideal i=868 How does your circumplex compare to the ideal?
OCI Circumplex from Robert A. Cooke and J. Clayton Lafferty, Organizational Culture Inventory®, Human Synergistics International, Plymouth MI USA. Copyright © , All Rights Reserved. Used by permission. 16

17. What Impact does Culture have?
The impact of a constructive culture can be measured on the bottom line.
Constructive cultures provide customers with better products and services than defensive cultures.
So, What is Cultural Consensus Building? Well, let’s first define the terms…
Culture -- is the shared beliefs and values guiding the thinking and behavior styles and language of employees. For example:
What is normal.
How decisions get made when you can’t be there.
The way we do things around here.
How people will act under pressure.
The glue that holds the organization together
Culture grows out of the behaviors and language of the employees
Values -- are the principles, standards or qualities on which an organization considers worthwhile or desirable. (paraphrase American Heritage Desk Dictionary) Principles that an organization bases its decisions and actions upon. Values are usually simple and concise.
Behaviors – the actions or language that we observe 17

18. Culture and Performance Kotter & Heskett: Study of 207 firms over an eleven year period as reported in their book Corporate Culture and Performance
Non-Adaptive Culture
166%
Revenue
74%
Stock Prices 1%
Net Income 18

19. Culture and Performance Kotter & Heskett: Study of 207 firms over an eleven year period as reported in their book Corporate Culture and Performance
Non-Adaptive Culture
Adaptive
Culture
166%
Revenue
682%
74%
Stock Prices
901% 1%
Net Income
756% 19

20. Mission / Vision
What is the Mission or Vision Statement of your Organization?
From your memory, please jot it down….
Ask them to write those limiting beliefs on the back of each of their 3 cards (Current Reality) 20

21. Values What are the Values in your organization?
Ask them to write those limiting beliefs on the back of each of their 3 cards (Current Reality) 21

22. Values What are the Values in your organization?
How do you measure them?
Ask them to write those limiting beliefs on the back of each of their 3 cards (Current Reality) 22

23. CEO
Leadership Impact VP
MGR 23

24. Management Culture - 3 yrs 97% Improvement
Copyright © 1998 Human Synergistics International. All Rights Reserved.

25. bb

26. 4 Steps for Growth Insights Self-Concept EXPECTATIONS Self-Examination
This slide can be used as a wrap up to Unit one. It is optional. 26

27. Limiting Beliefs Leadership Employees Board Members Community Children
What are some examples of Limiting Beliefs…
Leadership
Employees
Board Members
Community
Children 27 27

28. Beliefs
Results
Reticular Activating System (R.A.S.)-Lou will speak in much depth in Session 2.
So for now, just know that all of us have a filter system at the base of our brain.
This filter system is similar to a screen door and allows in only what we determine is of value or threat. And the value and threat can change—just as you might imagine it did for many after Those of us that use to get on an airplane and not think twice, now find ourselves scrutinizing the passengers before boarding. We are alerted to clues. Our beliefs muddy the screen and only allows information that validates our beliefs to come through. 28

29. Beliefs
What limiting beliefs do you have in your Organization that is “driving” your Culture?

30. CONSCIOUS SUB-CONSCIOUS CREATIVE SUB-CONSCIOUS
THROUGH OUR SENSES
SUB-CONSCIOUS
CREATIVE
SUB-CONSCIOUS
REFERENCE LIBRARY
MAINTAINS SANITY

31. Cultural Integration Process
Employee Life Cycle
Cultural Integration Process
Once we know what the desired Culture is – what we want – all of the process and systems need to be in alignment with Constructive Culture. As an example, you would not want to hire an aggressive defensive person and try to change them to constructive. You will need to have more of a Constructive style at the leadership level in order to retain constructive employees. 31 31

32. Cultural Transformation & Growth
Step 1 Diagnostics
Benchmark
Step 2 Align the Leadership
Vision and Values alignment
Foundational Curriculum for Change
Leadership Efficacy
Step 3 Engage others from the Organization
Thought Patterns for Performance
Integration of education in business practices
Step 4 Employee Life Cycle