Transformation
Mapping Organizational Culture
Evaluate, chart, and convert company culture through thorough introspection. As a top executive or supervisor in a sizable corporation, you likely have an understanding of the cultural and personnel obstacles you face. However, you must also oversee not only your subordinates but also your peers and superiors. By utilizing Culture Mapping, you can obtain the insightful data necessary to justify the interventions, executive backing, and funding required to reduce risk and enhance the likelihood of success for your transformational project.
Workshop steps
Simple Steps to Play You can enjoy various games and versions using the Culture Map. Let's start with the most basic game - mapping your organization's current culture. Follow these easy steps: 1. Familiarize your group with the Culture Map sections, using a garden analogy: - Outcomes: The fruits of your culture, or what you want to "harvest" from your garden. - Behaviors: The core of your culture, consisting of positive or negative actions that lead to a good or bad harvest. - Enablers and Blockers: Factors that help your garden grow or cause it to fail, such as weeds, pests, bad weather, lack of knowledge, fertilizer, expertise, or good land. 2. Refer to the Culture Map link for guidance.
Begin with Behavior Start by focusing on the most straightforward aspect - behavior. These are the daily actions we observe and discuss, like when we invite someone for coffee. Use the guiding questions to spark ideas. Write one behavior on a sticky note and place it on the map. Before proceeding, group similar behaviors and eliminate duplicates. Tip: be as detailed as possible, use stories to encourage precision; avoid being too generic in describing these behaviors. Ask participants: how would you depict this behavior in a movie scene?
Transition to Results Tackle each behavior individually and utilize the guiding questions to spark ideas, focusing primarily on: How do these behaviors impact the business? Jot down a single result on a sticky note and place it on the map close to its corresponding behavior. Use a marker to draw a line connecting a behavior to its immediate result.
Proceed to Identifying Enablers and Blockers Examine each behavior individually, utilizing the guiding questions for inspiration. Enablers and blockers explain our actions by outlining organizational incentives. Write one enabler or blocker on a sticky note and position it close to its corresponding behavior. Use a marker to connect an enabler or blocker with the behavior it influences.
Review After going through each section, take a look at the map and have a conversation with your team. Check if the connections are logical, the behaviors are well-defined, and if any new ideas have emerged. If yes, include them in the map. Suggestion: Aim for straightforward relationships. Ideally, a behavior should have just one result and one enabler or obstacle. Achieving this might require some discussion, modification, and fine-tuning. To ensure clear communication, maintain simplicity in the relationships. Refer to the example in the link. Link to a finished Culture Map
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