Businesses grow up with a certain ‘culture’ – it seems simply to develop, often without intention. Here's why you need to examine your own culture.
Make your meetings more expensive - and they might actually cost you and your business less! Our top tips for holding meetings that really do their job.
In marketing our services to businesses large and small, I’ve noticed something interesting – there’s a widespread confusion of ‘organisation development’ with ‘HR’. Organisation development (OD) is the process of building an organisation as a whole. OD specialists like ourselves carefully design, plan and implement activities to grow the organisation, its employees and its stakeholders, and we work closely together with our primary client – usually the leader of the… read more →
“I’m sorry to say so but, sadly it’s true that Bang-ups and Hang-ups can happen to you” Dr Seuss – Oh the Places You’ll Go You can’t escape change. The march of time and gravity is relentless. What’s changed over the last five years in your work-place? Bosses change, colleagues move on, there are new faces in the team. Maybe you found a new job yourself. Now think about… read more →
Your organisation’s culture needs to change along with any strategic changes – but often it gets left behind, resulting in a ‘disconnect’ between the two. The purpose of your business culture should be to support the delivery of the strategic objectives, but it can’t do that if it’s not in line. Look at the strategy of your organisation – is there consistency between where you are going and what people… read more →
Mostly, the important work in organisations does not involve an individual creating something from nothing. Frequently it involves individuals and groups working together. So why is it so very unusual to see individuals and groups working really harmoniously together? And why do some groups stop collaborating with other groups, preferring to spend most of their energies finger-pointing the other group? Same question with individuals? Essentially it comes from the groups’… read more →
See where you and your colleagues think you and your organisation are on the following cultural ‘ladder’. Use your findings to start a debate in your organisation, and start the process of bringing your culture up to date: Level 1: Organisation culture is seen as irrelevant to running this organisation. Level 2: Organisation culture is seen as important, but no effort is made to address it. Level 3: The organisation… read more →
Who is ‘they’ in your organisation? ‘Sales’? ‘Marketing’? ‘the staff’?, ‘customers’? Do ‘they’ seem to be making your job harder to do? Do you hear stuff like (or catch yourself saying): “this job would be fine if it wasn’t for ‘them’!”, “nobody tells me anything”, “‘they’ move the goalposts all the time”? It seems that we often fall into the trap of creating a ‘them’ and an ‘us’ – a… read more →
If you can see value in looking at your group, team or organisation as a whole then you might ask, “What are the behaviours I can expect from individuals in a group context?”. At this ‘group-as-a-whole’ level, a group becomes a social system. You can’t explain away people’s behaviour only by reference to their personality or style, because you can’t discount the influence of the group. The group ‘spokesperson’ A… read more →
You hear a lot about change management, and how to deal with it effectively. But what about the period between the old and the new – the neutral zone? It can be a difficult time, and it can go on for some while. The hatchet has fallen: people know what the new structure will be, but it hasn’t actually taken effect yet, and won’t do for a few months. So… read more →