Formium Development

Tag: high performance culture

  • Book Review: The Positive Organization by Robert E Quinn

    Book Review: The Positive Organization by Robert E Quinn

    So many business books leave you wondering “…but how does that work in reality?” That’s not a problem with The Positive Organization – this short book (less than 160 pages from cover to cover) is packed with ideas, examples, case studies and practical exercises, written in an engaging and straightforward style.

    Throughout, Quinn challenges us to consider a different way of thinking, and to think about how we can effectively participate in building a positive organisation. A key strength of the book is that it has actionable lessons for all, regardless of job role or responsibility, from board room to shop floor. Each chapter concludes with a tool to use with teams in self-assessment and development, as well as questions to encourage the reader to reflect and set aspirations, to deepen learning.

    The central premise of the book is that building a positive organisation requires accountability and authenticity, that for it to be successful it has to be emergent and self-generating. This approach is built on listening, consultation and empowerment at all levels.

    What marks this book apart from many others is both the effectiveness of Quinn’s model, as well as the Positive Organization Generator – over 100 real-life examples of how organisations have successfully increased their positivity.

    Mental Maps and bilingualism

    Quinn suggests that the culture of an organisation can be summarised in a mental map – an indication of what a company believes and assumes, covering domains such as Motivation, Status and Change. Most organisations, and most leaders, operate using what Quinn calls a Conventional Mental Map, a top-down, traditional hierarchy. He contrasts this with the more complex Positive Mental Map, focused more on networks and relationships, and a focus on the common good and authentic communication.

    However, this is not a binary state – Quinn suggests a successful leader needs to be ‘bilingual’ able to speak the language of both maps depending on the need of the people they are working with, to find the right tools for the right occasion.

    A question of balance

    Quinn provides us with a further analysis of organisational culture – the Framework of Organizational Tensions. Quinn groups organisational characteristics into two opposing lists, for example Individual Accountability and Cohesive Teamwork. If taken to extremes either of these positive characteristics could be negative – conflict on the one hand or group-think on the other. To illustrate the need to maintain balance between these positive forces, Quinn separates each pair on opposing sides of a disc, with an outer ring of negative forces that may arise if the positive force is over-developed.

    This idea of tension and balance is crucial to Quinn – organisations are not static, they are dynamic, and to effect positive change we have to consider the whole system, that positives can turn into negatives.

    A call to action

    Having developed these models, Quinn turns to a number of key issues in developing a positive organisation, in chapters that focus on how to drive organisations forward by developing and promoting authenticity, creating a sense of purpose, fostering bottom-up change and collaborative development. He uses a range of interesting and relevant examples, referring back to the models at every stage.

    In these sections he is challenging and insightful on the role of the individual, on our willingness to work for the common good, our ability to leave our ego and control behind when trying to develop an organisation that thrives. He is also realistic about human nature, and how difficult meaningful change and personal authenticity may be, but makes clear the benefits of developing leadership capabilities and organisational positivity.

    Over to you

    Quinn concludes by sharing with the reader his Positive Organization Generator. Designed to confront sceptics and resistance, he provides 100 examples of where an organisation has made positive change (from a range of industries, and with links to further articles on each of them). This is an amazing resource that gives readers a real opportunity to understand “how it works in reality”. Rather than just adopting these ideas, his instruction to readers is to re-invent them – to be inspired by the examples, extract the principle and re-imagine it for your own context, moulding and adapting to fit.

    Robert E. Quinn’s website www.bob-quinn.com provides you with the resources from the book, including the Positive Organization Generator.

    Or you can buy the book from Amazon UK or Amazon USA.

    For more ideas you can also follow his daily blog: www.thepositiveorganization.wordpress.com

     

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    Formium Development helps individuals and organisations to harness their strengths and improve their performance and culture. We know change can be hard, so we can bring our expertise to help you with organisational development – such as implementing the ideas in The Positive Organization.

    Click here if you’d like more information on how we can help you and your team analyse, assess, challenge, innovate, communicate and develop.

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  • 3 ways to create a high performance culture

    3 ways to create a high performance culture

     

    Does culture matter? Recent research carried out by James Heskett at Harvard Business School suggests that 20%-30% of corporate performance can be attributed to a positive, strong performance culture. As Edgar Schein, probably the most prolific and oft-quoted researcher and author in the area of culture, suggested: “The only thing of real importance that leaders do is to create and manage culture. If you do not manage culture, it manages you and you may not even be aware of the extent to which this is happening.”

    High performance cultures embrace innovation and empower people to contribute to that innovation. They espouse values on taking calculated risks, being innovative, being supportive, and being a learning organisation. Amanda Whittaker Brown of IDeA identified four specific signs of a performance culture and a culture where high performance is an integral part of how the organisation works:

    • People feel comfortable talking openly about performance.
    • Individuals know how what they are doing makes a difference.
    • People share a commitment to achieving shared objectives.
    • When there are problems, people work together to resolve them.

    There are three specific actions leaders can take to create a high performance culture in their organisation:

    1. Co-create the desired culture
    Involve others in designing and shaping the team or organisational culture. In order for you to be able to identify and articulate what a desired culture would be, you need to understand and be able to communicate the vision for the organisation, its purpose and how individuals and teams can contribute. Your team need to be able to understand the difference that they are making.

    Once the vision for the organisation or the team is clear, consider whether the current culture, norms, and behaviours serve it, or whether you need to make some changes. Talk to your team, customers, senior management or board about how they see those objectives and aims being delivered, what your core values are and what type of underlying culture is need.

    Invite your colleagues and stakeholders to co-create the desired culture through conversation. Identify what works well and where changes are needed to enhance individual and organisational performance. Teams and staff can take part in this conversation and feel ownership and accountability, which in turns underpins a performance culture.

    Once you have identified the desired culture, make sure that you are modelling, not just communicating new values and behaviours. If you’re asking other people to change, you need to remember that that will require quite a significant change on your part as well. Agree and describe what high performance looks like, agree how people will work and behave as part of the culture.

    2. Replace a culture of blame with empowerment and accountability
    Develop a culture of empowerment instead of blame, which stifles innovation and creativity. Enable people to take responsibility, to make decisions, to take action. At an organisational level, empowerment is supported by management commitment and relatively few layers of hierarchy. It’s important that people are supported with the right skills so they can take advantage of empowerment. Provide development on teamwork, communication skills, decision making, and risk management or other appropriate areas.

    Ensure that your team has clarity of objectives and corporate priorities and that they are rewarded for doing the right things. Accept mistakes and ensure that people learn from their mistakes.

    Accountability is equally important. It’s not quite enough, from a cultural perspective, for people to be accountable to you because you’re their boss. They actually need to be accountable to each other, so they can say, “We each understand what everyone else’s role is and we each commit to delivering our individual role for the benefit of the team.”

    3. Set high expectations and enable people to meet those expectations
    Maurizio Freda, Estee Lauder CEO said: “You need super talented people who know they need to do fantastically well. When your leadership team takes the same attitude, you create a culture where each one can give his or her best. In particular, you have to find the strengths of each individual in the organisation and then you can create magic.”

    Choose people with lots of potential who have some of the strengths that you’re looking for, and allow them to play to their strengths.

    Provide a combination of high support and high challenge. Set the expectation that people have to do well in this organisation, that you are aiming for excellence and that you trust that people can meet these expectation as they are supported and set up for success. People can meet those high expectations because they get to play to their strengths, they get the development that they need, and if they make mistakes these are looked at as learning opportunities.

    These three leadership activities help you embody Schein’s statement that “Leaders are the main designers and builders of an organisation’s culture.”

    Eszter Molnar Mills is a strength-based leadership and organisation development specialist and founder of Formium Development. A qualified executive and team coach, she helps organisations and individuals reach enhanced performance by reflecting on what works, and developing skills and strategies for improvement. Through team coaching and facilitation Eszter also helps organisations and teams work together to develop positive and productive cultures.