Denison Culture Survey Results

Debrief and Action Planning

Prepared by:

Insert Your Name HereInsert Unit Name and/or Logo

here

Debrief and Action Planning Agenda

Welcome (5 minutes)

Purpose/Objectives Overview of the Denison Model (30 minutes)

Case Study: The 100 Year Old Manufacturing Company (10 minutes)

Your Results Group reactions and insights (60 minutes)

Discussion of implications (10 minutes)

Developing areas of priority (45-60 minutes)

Creating action plans (45-60 minutes)

Group reports (10 per report minutes)

Next steps (agreement on follow-up) (15 minutes)

Welcome

Data Analysis & Action Planning

Step I

Assessment(collecting

survey data)

Goal: To fully explore the

current culture. To surface

overall strengths and weaknesses

and identify possible sub-

cultures/areas of opportunity

Step II

Creating Understanding

Goal: To create a common

understanding of the data and the associated beliefs

& assumptions driving the

current cultural strengths and weaknesses

Step III

Choosing to Shift the Culture?

Goal: To establish true

alignment around the need for

culture change AND to focus

efforts on areas of maximum

impact

Step IV

Action Planning

Goal: To generate ideas for

moving the culture

forward; prioritizing

and developing

specific action plans

Step V

Implementation & Evaluation

Goal: To execute against the action

plans and measure progress – with a constant

link back to organizational or

group performance

What So What Now What

You are Here

Key Steps in the Culture Development Process

Objectives

Discuss your Denison Culture Survey Results

Create a common understanding of the results

Reach agreement on the need to change

Establish areas of priority Develop your action plans

The Parallel Paths Approach to Driving Culture Change

Division-Wide Actions

Unit Actions

Team Actions

Leader/Manager Actions

Overview of the Denison Model

Adaptability Pattern..Trends..Market

Translating the demands of the

educational environment into action

“Are we listeningto the students/client

s?”

MissionDirection..Purpose..Blueprint

Defining a meaningful long-term direction

for the Unit

“Do we know where we are going?”

InvolvementCommitment ... Ownership …

Responsibility

Building human capability, ownership, and responsibility

“Are our people aligned

and engaged?“

ConsistencySystems… Structures…

Processes

Defining the valuesand systems that are the basis of a strong culture

“Does our system create leverage?”

What Counts…

High Performing organizations have a

Mission that tells employees WHY they are

doing the work they do, and how the work they do each

day contributes to the WHY.

Vision is the ultimate reason you are in education – your purpose - what you

are ultimately trying to achieve.

Strategic Direction typically refers to the multi-

year strategies – high priorities established to

‘operationalize’ the vision.

Goals and Objectives are the short-term, specific

goals established that help every employee see how

his/her daily activities connect to the vision & the

strategy.

MISSION

All high-performing organizations have aspects of

their culture that provide Consistency and stability.

Specifically, they have a clear set of Core Values that help employees and leaders make

consistent decisions and behave in a consistent manner.

By engaging in dialogue and getting multiple perspectives on the table they are able to reach Agreement when difficult issues

and problems arise.

Employees understand how the work that they do impacts

others – and how other’s work impacts them. They do not just ‘throw things over the fence’. They make sure that work is

Coordinated and Integrated to serve the organization as a

whole.

CONSISTENCY

High performing organizations encourage and

support employee Involvement.

They clarify those areas where employees can make

decisions, have input, or those areas that are beyond

an employee’s scope of responsibility. This promotes

‘informed’ Empowerment.

Teamwork is encouraged so that creative ideas are

captured and employees support one another in

accomplishing the work that needs to get done.

Capability Development is practiced in a variety of ways, including training, coaching,

and giving employees exposure to new roles and

responsibilities.

INVOLVEMENT

ADAPTABILITY

High performing organizations are Adaptive – they look for new and improved ways to do their work.

They welcome new ideas and are willing to try new approaches to doing things. They see Creating

Change as an important part of the way they do business.

Customer Focus is critical. Employees recognize the need to serve their customers/students – both internal & external. They

continually look for new and improved ways to meet and exceed customer/student expectations.

‘Thoughtful’ risk taking is encouraged. Organizational

Learning means we gain knowledge from successes and failures. Our

first reaction to reasonable mistakes is not ‘Who is to blame?’, but rather

‘What can we learn?’

Culture Example:100-Year-Old Manufacturing

Company

Culture Example:

100-Year-Old Manufacturing Company

This is one of the four key traits

that impact business

performance.

This is one of the three indices that measure

behaviors for this trait. Each of the twelve

indices consists of five survey items.

This is a percentile score. A percentile is

your organization’s score as a percentage benchmarked against the average of other organizations. (This average is called a

norm.) This organization, for

example, scored better than 68 percent of all

of the companies in the database in the area of Goals and Objectives.

The profile is colored to show the

quartile in which the percentile falls.

This score, for example, falls in

the third quartile.

Case Study: 100 Year Old Manufacturing Company

What patterns do you see in this organization?

What are their strengths?

What are their weaknesses?

What might be the implications for their

business?

What would it be like to be an

employee in this organization? A

leader?

Case Study: 100 Year Old Manufacturing Company

First in industry, but declining

Trying to hold on to the past

1st time in 20 years failed to meet targets

Targeted by new competitors

President ‘operationally’ focused

“We’re a team going down together”

Insert Your Results Here

Moving the Group Forward

From What… to So What… to Now What

Small Group Discussion:Report Analysis & Action Planning

What are your first impressions of the data? Better than expected? Worse? Other impressions?

What do the reports suggest in regards to strengths and weaknesses? Is one half of the model stronger than the other? Is

the circumplex in balance or out of balance? What are the strongest Traits (quadrants)? Weakest? What are the strongest Indices? Weakest? Do the highest and lowest items offer any additional

insights?

Large Group Discussion:Report Analysis & Action Planning

What key themes seem to be emerging?

What might be some of the underlying Beliefs & Assumptions that may have led to our current results?

Large Group Discussion:Unit Goals

Setting the data aside for a moment, what are our key objectives over the next 12-24 months?

Do we have agreement that making progress with respect to our culture will better position us to reach our key objectives?

From What… to So What…

to Now What

Now What: Culture Prioritization

Goal: Translate your Culture Results into Action

“Organizations react to where they place their attention.”

Focusing Attention

Identify two Denison Indices that you believe will best help us achieve our goals over the next 12-24 months: Which indices are critical to achieving our goals and

objectives AND are currently strengths of our group? (Areas to ‘keep doing what we’re doing’)

Which indices are critical to achieving our goals and objectives AND are weaker based on the survey findings? (Areas that require our attention and action planning)

Use the worksheets on the next two pages to help you think through this process.

Prioritization Notes

What are our most critical objectives over the next 12 months?

Which indices are critical to achieving our goals and objectives AND are currently strengths of our function? (Areas to ‘keep doing what we’re doing’)

Which indices are critical to achieving our goals and objectives AND are weaker based on the survey findings? (Areas that require our attention and action planning – these typically become the highest priority areas)

Denison Cultural Index

Place a check mark (√) in the space provided below for the TWO culture indices that you believe should be

prioritized areas of focus over the next

12 months

Vision

Strategic Direction & Intent

Goals & Objectives

Coordination & Integration

Agreement

Core Values

Capability Development

Team Orientation

Empowerment

Creating Change

Customer Focus

Organizational Learning

NOTE: Lower priority does not = low importance. All areas are important for performance. The checked indices reflect those areas that you believe need the most attention because they are critical

to our ability to achieve our current objectives AND may be areas of relative weakness.

Cultural Index Prioritization(Individual or Small Group Exercise)

Denison Cultural Index Potential Areas of Focus

Vision

Strategic Direction & Intent

Goals & Objectives

Coordination & Integration

Agreement

Core Values

Capability Development

Team Orientation

Empowerment

Creating Change

Customer Focus

Organizational Learning

Facilitator: create a chart like the one above on a flip chart and capture the groups areas of priority by placing checks in the appropriate boxes based on the priorities of the participants

Cultural Index Prioritization(Individual or Small Group Exercise)

Action Planning

Create an Action Plan for 2-3 Areas of Focus

Progress in One Area Often Brings Progress in Others

It is helpful to note that focusing on 2 or 3 areas of the culture

model does not mean that you will not see progress in the other areas. Experience has shown that as you raise your capabilities in one area

– it often has a positive impact on other areas of the model as well!

1) Have a FACILITATOR and a TIME KEEPER. 2) Spend time Clarifying the focus area so that everyone

understands the nature of the issue being addressed.3) Discuss what it would look like if you were making noticeable

progress in this area.4) Brainstorm as many options for how to move forward in the

targeted area. (Focus on Quantity NOT Quality)5) Select the (2-3) ideas/options that you believe will have the

most impact1) Criteria might include:

1) We can generate some short-wins to gain momentum2) We have the resources to do it3) We have the authority to do it4) It will have an impact on one or more of our Key Objectives

6) Decide how you will move forward:1) Who needs to be involved?2) Who will lead the effort?3) What specific actions are needed?4) When does this need to be done?5) What potential roadblocks might we encounter?6) How will we address/overcome those road blocks (if encountered)?7) Who else do we need to ‘keep in the loop’ as we proceed?8) How will we monitor our progress?

Action Planning Guide