1. Evidence-Based Management Leading an EBMgt Culture Change Denise M. Rousseau H.J. Heinz II University Professor of Organizational Behavior Carnegie Mellon University denise@cmu.edu 1

2. CULTURE IS… What an organization or community is (not merely something it has) A bundle of complex, social learning (Including assumptions, values, beliefs, norms, practices, and meanings) Attached to any social unit (department or organization, community or society, etc.) 2

3. Culture(s) of EBMgt  Local--led by an influential person, staff or manager  Dominant--basis of common understandings and shared values  Interventions-- EBMgt produces practices that can be a catalyst for a bundle of cultural changes  Process changes such as after action reviews can involve aspects of culture, e.g.,norms, patterns of behaviors, artifacts 3

4. CULTURAL PATTERNS Dominant Culture Counter Culture Subculture Culture Map 4

5. Artifacts Patterns of Behavior Behavioral Norms Values Fundamental Assumptions Layers of Culture 5

6. Artifacts Patterns of Behavior Behavioral Norms Values Fundamental Assumptions EBMgt Culture Learning Archives EB Mgt Community of Practice Psychological Safety Personal Growth Fact-based Mgt Excellence Open Information Sharing & Critical Thinking Evidence- Based Processes e.g. Checklists & Protocols “ Facts are our friends ” 6

7. Connections Among Layers of Culture  Assumptions are difficult to revamp directly….subject to revision when other layers (of EBMgt culture) are in place  Values and Norms are easier to revise--subject to incentives and attention…they shape the meaning of using evidence in decisions  Patterns of behavior can be superficial, unless Values and Norms support them.  Artifacts can reinforce PoBs, Norms & Values…EBMgt tools can span levels 7

8. Culture-Creating Signals…  Focus of attention: What do managers pay attention to, measure, and control? Improvements and problem solving vs short-term deliverables  Reactions to crisis and critical incidents: What messages do we send? Is learning appreciated more than avoiding mistakes?  Modeling: Leaders show how to do it. How to diagnose problems in an evidence-based fashion, to search for evidence, etc.  Reward systems: Who gets selected? Promoted? Who leaves? Are stated values rewarded in practice?  Structural signaling: What values do budget decisions and other formal actions reflect? Do processes promote evidence-based practices? 8

9. EBMgt to Improve Performance  Locally through the actions of individuals and small groups – builds local excellence (How to overcome the performance paradox?)  Organizationally through the coordinated efforts across units and departments 9

10. Linking Subcultures/Subgroups  Same motivation system: same metrics, incentives, socialization/dev’t  Coordination: familiar w/each other, share information, collaborate via informal ties, task forces, etc.  Problem solving to manage interdependencies  Reactive: solve current problems  Proactive: solve anticipated problems

11. Linking the Subcultures to Improve Processes Dominant Culture Counter Culture Subculture Culture Map Same Motivation System & Metrics Different Motivation & Metrics Inter-unit Problem Solving Mechanisms Reactive for existing problems Proactive for anticipated ones Inter-unit Coordination Staff familiar w/ each other Share information Cooperate “The commons” “ A linkage breakdown”

12. PATH OF CHANGE Old Mindset Transition New Mindset Constructive dissatisfaction Belief that change Is possible Credible vision Practical first steps Manage losses Active practice Institutionalize to make it last

13. PATH OF CHANGE Old Mindset Transition New Mindset Constructive dissatisfaction Belief that change Is possible Credible vision Practical first steps Manage losses Active practice Institutionalize to make it last Stage IIIIIIIV Chaos Losses Gains

14. Initiation  Evidence of Need for Change? Compelling to whom?  Assessing Readiness: Trust? Current conditions?  Translate Evidence for Stakeholders: Constructive dissatisfaction  Initial Design:  Who is involved? Whose interests? Goals?  How will new interdependencies be managed?  Problem-solving Processes: Reactive and Proactive  Sequencing Changes: First things first, second..  Facilitators to ease initiation?

15. Managing The Transition  Prepare transition to new  Train  Support people to move into broader roles  Managing new interdependencies and relationships (build familiarity, shared interests)  Manage losses (via resources/commitments)  Skills  Job security  Future opportunities  Reinforce two-way communication  reduce inevitable uncertainty/ambiguity  assess needs/progress—adjust change plan

16. Managing the Transition (continued)  Adopt interim project-orientation (short term deliverables, goals, quick feedback)  Expand Practices Change Effects & People It Involves  End the old  Symbolic (e.g., new job titles, designations)  Practical (e.g. tear down walls)  Formal acknowledgement (Celebration)  Feedback and redesign  Periodic evaluation against metrics (lead vs lagged)  User participation in interpreting data and redesign

17. Institutionalization  Is “change” now routine? (check occurrence)  Re-examine linkages: How changed? New supports needed?  Assess “fit” of HR practices, org’l structure, etc. Align as appropriate…  Feedback and Redesign (greatest gains come from subsequent improvements, not initial change AND nothing’s perfect the first time)  Learning: Can other parts of org benefit from this change experience? Propagate