Ten Tools and Activities to Re-Design Your Work Culture
TOOL ONE:
Study what the professionals and researchers say about culture. New information and insights can shift your thinking and inform your actions.
Copies of articles on culture will be circulated throughout the office. Reads and then transfer the articles according to the list of names at the top of each article. When you transfer the article, do so face-to-face and have a brief exchange about the article. The recipient asks the reader, "What was the most significant learning or insight taken from the article?" and the reader either answers that question or some other relevant bit of information about the article.. This might include telling the recipient what he/she did not understand, something he/she question, or some way in which the article applies to the Business Services group.
TOOL TWO:
Organisms (organizations and individuals in them) are self-organizing. They organize around identity.
Informally explore (and re-design in pairs and sub-groups your Identity. I encourage you to meet at least once with someone you do not know well. Then, come together as a whole with Shaun (and/or other leader/managers) facilitating that meeting and share your Identity insights. Underscore those that the group as a whole want to identify with.
Who are we?
What do we do?
How do we do it?
What are we proud of?
What are our standards?
TOOL THREE:
We create our own reality. By recounting stories we reinforce our identity and culture.
Observe yourself and others in the work place. When you see and experience a situation or outcome that describes the culture and working relationships within them that you want/like, recall that incident or situation as a story. At the end of the story clarify the reason why the story is significant and how it symbolizes something meaningful about your desired, workplace culture. As a group, you may want to gather stories and record them, creating a "book" or memoir of important stories. Review these and celebrate them periodically.
TOOL FOUR:
The symbols in our environment reinforce the culture. Symbols are not significant except in the meaning that they hold for us. As cultural re-designers, we can create new symbols and describe their meaning. It is important that the individual and group actions are consistent with the symbol or the symbol will take on a cynical meaning with mixed meaning.
Identify artifacts, rites and symbols in your environment that either hinder your desired culture (inconsistent with it) or that reinforce (are consistent with the desired culture). Make a list of those artifacts, rites and symbols, and record their meaning.
Build an outward and on-going exploration of your culture and its symbols as a group. We will discuss this in our session and perhaps start on it.
TOOL FIVE:
As a group works to re-design it culture, improve its working relationships or simply to clarify opinions or beliefs, each person within the group is working (consciously or unconsciously) from assumptions about life in general (beyond the walls of work) and about people, places and things within the work setting. Some of these are false or outdated assumptions but they persist nonetheless, in part because they are invisible and unconscious images and "truths" known to only one person. By becoming aware of and then either using, dropping, or shifting these assumptions and mental models, groups transform individual realities into group realities which we refer to as, “shared understanding" Shifting assumptions is a result of and results in learning and growth individually and culturally.
Surfacing assumptions can be a scary venture. It can also be a difficult one because we may not know we are assuming anything. Throughout your work with others, help them and yourself surface and clarify assumptions by asking questions such as,
"It sounds like you believe/assume _________. Is that right?"
"Would you say more about your reasoning behind/under that thought/statement?"
"I'd like to understand how you come to that conclusion. Would you dig a little deeper."
If you are in such a conversation, move carefully and respectfully. Be aware of your motives behind asking. If you are genuinely in a supportive and respectful mode and can stay calm and centered in your conversation, then proceed. If not, you are not ready for this level of conversation.
Practice surfacing assumptions on topics that are not "hot buttons" for you and for ones where you can take on the role of facilitator. You can gain skills that can be applied later in more challenging situations.
TOOL SIX: ASK QUESTIONS FOR CLARIFICATION (Notes excerpted from Meeting Management training manual)
Taking questions for clarification generally happens at the end of the Opening phase and serves as a checkpoint for understanding. From the facilitator’s point of view, you want to assure understanding of the topic by all members before you being to explore options or solutions. The action or process word is Clarify.
The facilitator may ask the question, “Does anyone have questions for clarification?” or “Is there anything that needs further explanation?” Or perhaps the facilitator might ask “Has the topic has been explored sufficiently?” or, “Are there questions before we move forward?”
One consideration. It is easy and natural for groups to combine two actions in the same conversation, namely, brainstorming and clarification. Gaining input or an idea and then clarifying that idea, before asking for any more input, is one possible way to proceed, but it has potential drawbacks. Clarifying each idea can be a slower process and it can “slide” very quickly into evaluating an idea that is definitely not a part of the opening phase. The safer approach is to gain input or brainstorm and then address questions for clarification as a separate step. For example, “Let’s look at this list. Are there questions about anything we have recorded or discussed?”
TOOL SEVEN: CREATE A GLOSSARY OF WORKING DEFINITIONS
(Notes excerpted from Meeting Management training manual)
Working Definitions are the basis of a shared language and thus communication. A Working Definition is a definition created by a group to describe what something is and how it is measured and used by the group – a customized definition. Working or operational definitions can be formed any time words or phrases arise within a group that are unclear or that are open to a range of interpretation. They enable members to collect meaningful data and information, and communicate and work together and with others more effectively.
A Working Definition has two key features. First, the definition is unique to the particular group or organization that has generated it. Second, the definition contains within it a method of measurement, in other words, a way to know when something actually fits the definition.
Example of a Working Definition:
A department requires that reports are turned in “on time.” What does this mean? An operational definition might define “on time” as within 15 minutes of the assigned time, based on the clock in the department office. This clearly defines the phrase “on time” as well as a consistent way to know whether or not something is on time.
Once definitions have been agreed upon, a glossary can be created and they can be posted or distributed. In addition, they can be excellent as reference or orientation materials.
Examples of kinds of words that might require an Operational Definition:
“satisfied” “productive” “fresh” “high quality” “health” “process” “successful” “inventory management” United States and Russian officials have recently been defining what it means to “disarm” nuclear weapons. Does disarm mean to disassemble or simply to place in storage.
TOOL EIGHT: SURFACING ASSUMPTIONS AND MENTAL MODELS
(Notes excerpted from Meeting Management training manual)
This tool will be mentioned here briefly. A body of work on Mental Models and Assumptions and the disciplines required to surface them can be found in the readings of Edgar Schein and Peter Senge, among others.
Two truths support the need for such disciplines and group skill building: 1) Based on our experience, we all make assumptions and these assumptions influence our behavior in ways we may not be conscious of; and 2) We form mental images of “how it is” and these holistic representations or pictures strongly influence our opinions and behavior. The pictures become our reality.
As groups work to come to shared understandings and reach agreements, the challenge is to make these invisible and sometimes unconscious images known to all. By becoming aware of and then either using, dropping, or shifting these assumptions and mental models, groups transform individual realities into group realities which we refer to as, “shared understanding” and “consensus agreements.”
The facilitator employs this tool/technique through active listening for the meaning that underlies the words that people use and emotions they display. Through probing questions, the facilitator asks the members to state their assumptions so that the group can explore them together explicitly rather than “fighting shadows.”
TOOL NINE: LADDER OF INFERENCE
(Notes excerpted from Meeting Management training manual)
The Ladder of Inference is a tool that helps team members understand the mental pathway or “ladder” which people follow in developing beliefs and selecting courses of action. Developed by Chris Argyris, it is defined as “a common mental pathway of increasing abstraction, often leading to misguided beliefs.”
The Ladder can help team-members better understand themselves and others, and how it is that each of us has unique and unusual ways of seeing, thinking and acting. It can help to unravel, or demystify our legitimate “differences” and also illuminate the sources of our erroneous thinking or misguided beliefs and actions.
For these reasons, the Ladder can be useful for teams. While it may not lead a team to immediate agreement, if it is used over time, and members gain genuine insights about themselves and each other in the process, the team will find it easier to reach understanding and agreements and work together effectively.
Uses
To slow people down and make them more conscious if they are actually moving quickly up the ladder, without realizing this is what they are doing.
To help team members better understand themselves and each other: the way they think, reason and make decisions.
To help individuals or a group be more aware of the process by which a conclusion has been reached.
Guidelines: Helpful Questions to Ask
What is the observable data? Does everyone agree on that data?
How did you get from that data to the conclusion that you drew?
To quote Peter Senge, “We live in a world of self-generated beliefs which remain largely untested.”(The Fifth Discipline) We adopt those beliefs because they are based on conclusions, which are inferred from what we observe, plus our past experience. Our ability to achieve results we truly desire is eroded by our feelings that:
• Our beliefs are the (only) truth.
• The truth is obvious.
• Our beliefs are based on real data.
• The data we select are the “real data.”
In other words, and in a real way, we create our own reality, and this is limiting to others and to ourselves. The Ladder of Inference helps us realize how we do this, and in so doing we become more effective team-members.
Acknowledgement: “The Ladder of Inference” is a tool developed by Chris Argyris and used extensively for team learning as taught by Peter Senge.
TOOL TEN: MODELS OF COMMUNICATION, LISTENING AND FEEDBACK
(Notes excerpted from Meeting Management training manual)
The models and tools presented here are not intended to thoroughly cover the fields of Communication, Listening and Feedback. Two frameworks are presented here for any group to reference and use to support better communication.
(visit the tools section of our website to access these models - click here)
Study what the professionals and researchers say about culture. New information and insights can shift your thinking and inform your actions.
Copies of articles on culture will be circulated throughout the office. Reads and then transfer the articles according to the list of names at the top of each article. When you transfer the article, do so face-to-face and have a brief exchange about the article. The recipient asks the reader, "What was the most significant learning or insight taken from the article?" and the reader either answers that question or some other relevant bit of information about the article.. This might include telling the recipient what he/she did not understand, something he/she question, or some way in which the article applies to the Business Services group.
TOOL TWO:
Organisms (organizations and individuals in them) are self-organizing. They organize around identity.
Informally explore (and re-design in pairs and sub-groups your Identity. I encourage you to meet at least once with someone you do not know well. Then, come together as a whole with Shaun (and/or other leader/managers) facilitating that meeting and share your Identity insights. Underscore those that the group as a whole want to identify with.
Who are we?
What do we do?
How do we do it?
What are we proud of?
What are our standards?
TOOL THREE:
We create our own reality. By recounting stories we reinforce our identity and culture.
Observe yourself and others in the work place. When you see and experience a situation or outcome that describes the culture and working relationships within them that you want/like, recall that incident or situation as a story. At the end of the story clarify the reason why the story is significant and how it symbolizes something meaningful about your desired, workplace culture. As a group, you may want to gather stories and record them, creating a "book" or memoir of important stories. Review these and celebrate them periodically.
TOOL FOUR:
The symbols in our environment reinforce the culture. Symbols are not significant except in the meaning that they hold for us. As cultural re-designers, we can create new symbols and describe their meaning. It is important that the individual and group actions are consistent with the symbol or the symbol will take on a cynical meaning with mixed meaning.
Identify artifacts, rites and symbols in your environment that either hinder your desired culture (inconsistent with it) or that reinforce (are consistent with the desired culture). Make a list of those artifacts, rites and symbols, and record their meaning.
Build an outward and on-going exploration of your culture and its symbols as a group. We will discuss this in our session and perhaps start on it.
TOOL FIVE:
As a group works to re-design it culture, improve its working relationships or simply to clarify opinions or beliefs, each person within the group is working (consciously or unconsciously) from assumptions about life in general (beyond the walls of work) and about people, places and things within the work setting. Some of these are false or outdated assumptions but they persist nonetheless, in part because they are invisible and unconscious images and "truths" known to only one person. By becoming aware of and then either using, dropping, or shifting these assumptions and mental models, groups transform individual realities into group realities which we refer to as, “shared understanding" Shifting assumptions is a result of and results in learning and growth individually and culturally.
Surfacing assumptions can be a scary venture. It can also be a difficult one because we may not know we are assuming anything. Throughout your work with others, help them and yourself surface and clarify assumptions by asking questions such as,
"It sounds like you believe/assume _________. Is that right?"
"Would you say more about your reasoning behind/under that thought/statement?"
"I'd like to understand how you come to that conclusion. Would you dig a little deeper."
If you are in such a conversation, move carefully and respectfully. Be aware of your motives behind asking. If you are genuinely in a supportive and respectful mode and can stay calm and centered in your conversation, then proceed. If not, you are not ready for this level of conversation.
Practice surfacing assumptions on topics that are not "hot buttons" for you and for ones where you can take on the role of facilitator. You can gain skills that can be applied later in more challenging situations.
TOOL SIX: ASK QUESTIONS FOR CLARIFICATION (Notes excerpted from Meeting Management training manual)
Taking questions for clarification generally happens at the end of the Opening phase and serves as a checkpoint for understanding. From the facilitator’s point of view, you want to assure understanding of the topic by all members before you being to explore options or solutions. The action or process word is Clarify.
The facilitator may ask the question, “Does anyone have questions for clarification?” or “Is there anything that needs further explanation?” Or perhaps the facilitator might ask “Has the topic has been explored sufficiently?” or, “Are there questions before we move forward?”
One consideration. It is easy and natural for groups to combine two actions in the same conversation, namely, brainstorming and clarification. Gaining input or an idea and then clarifying that idea, before asking for any more input, is one possible way to proceed, but it has potential drawbacks. Clarifying each idea can be a slower process and it can “slide” very quickly into evaluating an idea that is definitely not a part of the opening phase. The safer approach is to gain input or brainstorm and then address questions for clarification as a separate step. For example, “Let’s look at this list. Are there questions about anything we have recorded or discussed?”
TOOL SEVEN: CREATE A GLOSSARY OF WORKING DEFINITIONS
(Notes excerpted from Meeting Management training manual)
Working Definitions are the basis of a shared language and thus communication. A Working Definition is a definition created by a group to describe what something is and how it is measured and used by the group – a customized definition. Working or operational definitions can be formed any time words or phrases arise within a group that are unclear or that are open to a range of interpretation. They enable members to collect meaningful data and information, and communicate and work together and with others more effectively.
A Working Definition has two key features. First, the definition is unique to the particular group or organization that has generated it. Second, the definition contains within it a method of measurement, in other words, a way to know when something actually fits the definition.
Example of a Working Definition:
A department requires that reports are turned in “on time.” What does this mean? An operational definition might define “on time” as within 15 minutes of the assigned time, based on the clock in the department office. This clearly defines the phrase “on time” as well as a consistent way to know whether or not something is on time.
Once definitions have been agreed upon, a glossary can be created and they can be posted or distributed. In addition, they can be excellent as reference or orientation materials.
Examples of kinds of words that might require an Operational Definition:
“satisfied” “productive” “fresh” “high quality” “health” “process” “successful” “inventory management” United States and Russian officials have recently been defining what it means to “disarm” nuclear weapons. Does disarm mean to disassemble or simply to place in storage.
TOOL EIGHT: SURFACING ASSUMPTIONS AND MENTAL MODELS
(Notes excerpted from Meeting Management training manual)
This tool will be mentioned here briefly. A body of work on Mental Models and Assumptions and the disciplines required to surface them can be found in the readings of Edgar Schein and Peter Senge, among others.
Two truths support the need for such disciplines and group skill building: 1) Based on our experience, we all make assumptions and these assumptions influence our behavior in ways we may not be conscious of; and 2) We form mental images of “how it is” and these holistic representations or pictures strongly influence our opinions and behavior. The pictures become our reality.
As groups work to come to shared understandings and reach agreements, the challenge is to make these invisible and sometimes unconscious images known to all. By becoming aware of and then either using, dropping, or shifting these assumptions and mental models, groups transform individual realities into group realities which we refer to as, “shared understanding” and “consensus agreements.”
The facilitator employs this tool/technique through active listening for the meaning that underlies the words that people use and emotions they display. Through probing questions, the facilitator asks the members to state their assumptions so that the group can explore them together explicitly rather than “fighting shadows.”
TOOL NINE: LADDER OF INFERENCE
(Notes excerpted from Meeting Management training manual)
The Ladder of Inference is a tool that helps team members understand the mental pathway or “ladder” which people follow in developing beliefs and selecting courses of action. Developed by Chris Argyris, it is defined as “a common mental pathway of increasing abstraction, often leading to misguided beliefs.”
The Ladder can help team-members better understand themselves and others, and how it is that each of us has unique and unusual ways of seeing, thinking and acting. It can help to unravel, or demystify our legitimate “differences” and also illuminate the sources of our erroneous thinking or misguided beliefs and actions.
For these reasons, the Ladder can be useful for teams. While it may not lead a team to immediate agreement, if it is used over time, and members gain genuine insights about themselves and each other in the process, the team will find it easier to reach understanding and agreements and work together effectively.
Uses
To slow people down and make them more conscious if they are actually moving quickly up the ladder, without realizing this is what they are doing.
To help team members better understand themselves and each other: the way they think, reason and make decisions.
To help individuals or a group be more aware of the process by which a conclusion has been reached.
Guidelines: Helpful Questions to Ask
What is the observable data? Does everyone agree on that data?
How did you get from that data to the conclusion that you drew?
To quote Peter Senge, “We live in a world of self-generated beliefs which remain largely untested.”(The Fifth Discipline) We adopt those beliefs because they are based on conclusions, which are inferred from what we observe, plus our past experience. Our ability to achieve results we truly desire is eroded by our feelings that:
• Our beliefs are the (only) truth.
• The truth is obvious.
• Our beliefs are based on real data.
• The data we select are the “real data.”
In other words, and in a real way, we create our own reality, and this is limiting to others and to ourselves. The Ladder of Inference helps us realize how we do this, and in so doing we become more effective team-members.
Acknowledgement: “The Ladder of Inference” is a tool developed by Chris Argyris and used extensively for team learning as taught by Peter Senge.
TOOL TEN: MODELS OF COMMUNICATION, LISTENING AND FEEDBACK
(Notes excerpted from Meeting Management training manual)
The models and tools presented here are not intended to thoroughly cover the fields of Communication, Listening and Feedback. Two frameworks are presented here for any group to reference and use to support better communication.
(visit the tools section of our website to access these models - click here)
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