Podcasts about competing values framework

วัฒนธรรมองค์กรถูกพูดถึงและนำมาเป็นส่วนหนึ่งในการขับเคลื่อนองค์กรมาอย่างยาวนาน แต่สิ่งเหล่านี้ไม่ได้เป็นสิ่งที่องค์กรไปคิดหรือไปทำของตัวเองอย่างเดียว มันมีหลักวิชาการ Framework และทฤษฎีมารองรับ ใน Ep.นี้จะชวนทุกท่านมาสำรวจทฤษฏีที่อยู่เบื้องหลังของการสร้างวัฒนธรรมองค์กร ที่บริษัทที่ปรึกษาหลายๆที่ทั่วโลก รวมทั้ง Brightside People เองด้วย ใช้เป็นหลัก เป็นแนวทางในการให้คำปรึกษา Key takeaways: 1) องค์กรก็เปรียบได้เป็นเหมือนหัวหอม ที่มีชั้นต่างๆ ลึกลงไปเรื่อยๆ ที่สามารถมองเห็นได้จากภายนอก และไม่สามารถมองเห็นได้ด้วยตาเปล่า 2) The Competing Values Framework ช่วยให้องค์กรเข้าใจ ประเมิน และเปลี่ยนแปลงวัฒนธรรมได้ดีขึ้น 3) The change pyramid แนวทางการเปลี่ยนแปลงขององค์กรจะต้องมีความยืดหยุ่นและตอบสนองได้ Podcaster: บอล - สุรัตน์ โพธิปราสาท ผู้ก่อตั้งเพจ A Cup of Culture รับชม ep.อื่นๆ ของ Culture Crush ได้ที่ www.brightsidepeople.com/culture-crush/ ———– #วัฒนธรรมองค์กร #corporateculture #organizationalculture #culturecrush

Lucinda delves into the topic of rethinking culture within organisations. Drawing on research and personal experiences, she explores various cultural models and frameworks including Competing Values Framework by Cameron and Quinn, the Culture Onion by Edgar Schein, and The Cultural Web by Gary Johnson and Kevin Scholes, Lucinda provides practical insights and tools for assessing and reshaping organisational culture KEY TAKEAWAYS The Competing Values Framework by Cameron and Quinn, which categorises organisational cultures into four types based on flexibility, stability, internal focus, and external focus, highlights the significance of aligning culture with strategy for organisational success. The Culture Onion model by Edgar Schein, focusing on visible artifacts, espoused values, underlying assumptions, and leadership behaviors underscores the role of leadership in shaping organisational culture. The Cultural Web model by Johnson and Scholes includes seven elements like organisational structures, control systems, power structures, symbols, stories, and rituals. The key steps to drive culture change, include getting leaders on board, involving employees, aligning structures and processes, and embedding the desired culture. BEST MOMENTS "Culture is how we do things around here. It's almost a feeling. It's just what happens." "The bottom line is much as we might want strategy to be the driver, fundamentally culture is going to be stronger." "The visible artefacts are easy to see, but they might not necessarily represent the values and assumptions of the organisation." "Underlying assumptions are the deepest level of the organisational culture, the unconscious beliefs, perceptions, and attitudes shared by people in the organisation." VALUABLE RESOURCES The HR Uprising Podcast | Apple | Spotify | Stitcher   The HR Uprising LinkedIn Group How to Prioritise Self-Care (The HR Uprising) How To Be A Change Superhero - by Lucinda Carney HR Uprising Mastermind - https://hruprising.com/mastermind/   www.changesuperhero.com www.hruprising.com            Get your copy of How To Be A Change Superhero by emailing at info@actus.co.uk ABOUT THE HOST Lucinda Carney is a Business Psychologist with 15 years in Senior Corporate L&D roles and a further 10 as CEO of Actus Software where she worked closely with HR colleagues helping them to solve the same challenges across a huge range of industries. It was this breadth of experience that inspired Lucinda to set up the HR Uprising community to facilitate greater collaboration across HR professionals in different sectors, helping them to ‘rise up' together. “If you look up, you rise up” CONTACT METHOD Join the LinkedIn community - https://www.linkedin.com/groups/13714397/ Email: Lucinda@advancechange.co.uk Linked In: https://www.linkedin.com/in/lucindacarney/ Twitter: @lucindacarney Instagram: @hruprising Facebook: @hruprising HR podcast, The HR Uprising, Diversity, Equality & Inclusion, Learning and Development, Culture & Change: https://hruprising.com/hr-podcasts/

In simple terms, the Cameron and Quinn's Competing Values Framework identifies four main types of values that compete within organisations: Collaboration (Clan Culture): This value emphasises teamwork, cooperation, and a friendly work environment, similar to a family. Innovation (Adhocracy Culture): This value emphasises creativity, adaptability, and a willingness to take risks. Organisations with this value prioritise innovation and experimentation. Results (Market Culture): This value emphasises competitiveness, achievement, and a focus on external factors such as customers and market demands. Organisations with this value prioritise getting the job done and achieving results. Control (Hierarchy Culture): This value emphasises stability, rules, and a structured environment. Organisations with this value prioritize efficiency, consistency, and a well-controlled work environment. These values can often conflict within an organisation as different departments or individuals may prioritise one set of values over another. The Competing Values Framework helps organisations understand these competing priorities and work towards a balanced approach to achieve their goals. In the Competing Values Framework, the values directly compete with each other when they are positioned opposite to one another on the model. Specifically: Collaboration (Clan Culture) vs. Control (Hierarchy Culture): Clan culture emphasises a friendly and collaborative work environment where teamwork is highly valued. In contrast, Hierarchy culture emphasises a structured and controlled environment with a focus on rules and stability. These two values often compete because a highly collaborative environment might conflict with the need for strict control and adherence to established procedures. Innovation (Adhocracy Culture) vs. Results (Market Culture): Adhocracy culture values creativity, adaptability, and risk-taking, encouraging innovation and experimentation. On the other hand, Market culture emphasises competitiveness, achievement, and a results-oriented approach. These values can be in direct competition because a strong focus on innovation might sometimes conflict with the immediate need for delivering measurable results and meeting market demands. In real-world organisational situations, these competing values can create tensions and challenges as different departments or teams may prioritise one set of values over the other, leading to conflicts in decision-making and resource allocation. Balancing these competing values is essential for effective organisational management.

Dr. Brandon Vaidyanathan, Associate Professor and Chair of the Department of Sociology at The Catholic University of America, shares his thoughts on “Organizational Culture” with Sarah Negri, Research Project Coordinator at the Acton Institute, at Acton University 2023. They discuss how culture affects us as humans without our being aware of it and how we in turn can affect culture through our free choices and actions. Conversation topics include the Competing Values Framework of evaluating a company's culture; “culture drivers” including what Dr. Vaidyanathan calls scripts, models and habits; the role of virtue in forming company culture; the principle of subsidiarity as a guidepost for good organizational culture; and the importance of integration in harmonizing the various social environments encountered by the individual. Subscribe to our podcasts “Organization Culture”, lecture at Acton University 2023  Competing Values Framework explanation Mercenaries and Missionaries: Capitalism and Catholicism in the Global South by Brandon Vaidyanathan NUMMI plant GM vs. Toyota culture example Brunello Cucinelli fashion company story Beauty at Work National Study of Catholic Priests

Leading a non-profit organization includes many ups and downs and seasons of transition, from staff shortages, to loss of funding, and even unexpectedly losing a team member. Managing change in our organizations can be hard. In today's episode, I'm sharing some of my best tips for navigating transitions and change management. Books Organizational Change: An Action-Oriented Toolkit 4th Edition by Gene F. Deszca, Cynthia A. Ingols, Tupper F. Cawsey Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework 3rd Edition by Kim S. Cameron and Robert E. Quinn Connect with Dr. Cherie: https://www.instagram.com/drcherie_holisticcoach/  www.instagram.com/passionatestewardshippodcast https://lcconsultingandcoaching.com/  Free 30-minute Radical Self-Care Audit https://calendly.com/clindsay-chapman-1/radical-self-care-audit

Interview on "M&A Stories from Leadership and Cultural Perspective" with Richard A. Vincent Show Notes: A large number of uncertainties in M&A happen due to cultural differences e.g. when a Dutch company buys an Asian company. Leadership can define the strategy but leadership also defines the culture. How do people behave? How do people act together as a team? Do they operate in siloes or do they act as a cohesive leadership team? Culture is usually an afterthought and most often, the effort for cultural integration is highly underestimated. Culturally in the Netherlands, people try to do all the things themselves as a culture whereas, in Germany, they may engage external resources. In economies like Singapore, Indonesia, and other parts of Asia, they regularly engage external resources. For culture, one could use the “Competing Values Framework” of Cameron-Quinn. One aspect of cultural difference is the difference of continents i.e. between Europe and China, India, ASEAN where the cultural differences are bigger than between countries in a region. Watch this episode and learn more about what Richard A. Vincent has to say about Leadership and Culture in M&A transactions. Richard A. Vincent has worked in human resources for over two decades, with extensive experience in mergers and acquisitions, international HR, and in senior EMEA & APAC management roles in Executive Search, Leadership & Organizational Consulting such as Korn Ferry (Europe & Asia), PageGroup (Germany) and Robert Half (Europe & Asia). He founded RIVIONT in 2017 focusing on Leadership Advisory, Interim Management, and Executive Search solutions. As Board Advisor I led and delivered over 500 Executive Search projects in Europe & Asia markets. Transformed, trained, coached over 50 geographical and functional leadership teams spanning 27 countries to self-awareness, effectiveness, and some of them to global top-performing teams. Advised international publicly listed and many other privately-held / private equity-backed companies. --------- LinkedIn : https://www.linkedin.com/in/richardavincent/ Company : https://riviont.com/ ------- The host of the interview is Anirvan Sen, CEO - Fifth Chrome, https://www.linkedin.com/in/anirvansen/ ------- This interview is part of a series run by Fifth Chrome, a firm that enables experienced professionals to build "Future Capabilities for Business to thrive".

วัฒนธรรมองค์กรของคุณ ให้ความสำคัญกับอะไรมากกว่ากัน... ระหว่าง ความมั่นคง และ ความยืดหยุ่น ? ระหว่าง เรื่องภายใน และ เรื่องภายนอกองค์กร? University of Michigan ได้ออกแบบ Competing Values Framework ที่แบ่งประเภทวัฒนธรรมองค์กรตามความสำคัญที่องค์กรให้ต่อความมั่นคง ความยืดหยุ่น และความสนใจต่อเรื่องภายในและภายนอก โดย Framework ดังกล่าว กลายเป็นฐานของเครื่องมือวัดวัฒนธรรมองค์กร (Organisational Culture Assessment Instrument หรือ OCAI) ที่ได้รับความนิยมอย่างแพร่หลาย A Cup of Culture ----------- #วัฒนธรรมองค์กร #corporateculture #culture

Please excuse some of the background sounds evident in this episode. Almarie mentioned liking Live with Kelly & Ryan. I don’t watch daytime television so I have nothing to add here. Definition of Normal according to Merriam-Webster Almarie mentioned 50 Shades of Grey Almarie was excited to discussed Competing Values Framework. Here is a primer. Almarie is currently reading Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework Definition of Recalcitrant according to Merriam-Webster Peter Drucker was indeed the father of business management I spoke of reading The Heart of Darkness by Joseph Conrad in high school. Almarie mentioned the business book, Who Moved My Cheese by Dr. Spencer Johnson Almarie mentioned the concept of Hitler as a Great Leader albeit with a horrible agenda. This is a section of the US Holocaust Museum website on rise of Hitler as a leader. We discussed the concept of Values Based Leadership. Almarie can be found at @almariedonaldson on Facebook or email dralmarie@aoi.com or @dralmarie on Instagram

Herzlich Willkommen zu meinem Podcast „Nachhaltig Führen“! Möchten auch Sie als junge oder erfahrene Führungskraft zukünftig noch wirksamer und zufriedener – und dadurch auch nachhaltig erfolgreicher – sein? Dann finden Sie in diesem Podcast Inspirationen, Impulse und konkrete Ideen für Ihre tägliche Führungsarbeit. --- In dieser Episode spreche ich mit Prof. Dr. Ralf Lanwehr. Ralf ist Professor für internationales Management an der Fachhochschule Südwestfalen und beschäftigt sich insb. mit Transformationaler Führung und People Analytics. Ein Forschungsgebiet von ihm ist der Profifussball - was wir davon für das Business lernen können, verrät er im Interview. People Analytics in Profifussball und Business Mit dem sogenannten "Footbonaut" lassen sich vielfältige Trainingsdaten erheben, um intuitive Entscheidungen quantitativ zu validieren und Erkenntnisse für die Spielstrategie ableiten. Analog zum Business ist hier die Frage zu stellen, welche KPIs eigentlich wirklich hilfreich sind und wie diese im Zusammenhang stehen. Würde man Innenverteidiger bspw. nach ihrer Zweikampfquote aussuchen, würde man systematisch die besten aussortieren, die sich dadurch auszeichnen, dass sie erst gar keine Zweikämpfe austragen müssen. Anhand von Fussball-Kennzahlen wie bspw. dem "Packing" (Anzahl überspielter Gegner) zeigt sich, dass Statistiken immer im Gesamtzusammenhang der Teamleistung zu betrachten sind. Dies gilt in der heutigen Zeit auch in Unternehmen, wo aufgrund der gestiegenen Komplexität zunehmend keine sinnvolle Bewertung von Einzelleistung mehr möglich ist. Zudem ist es wichtig, die individuellen Stärken der Mitarbeiter herauszufinden, um sie noch zielgerichteter und wertschöpfender einsetzen zu können. Ganzheitliche Führung als langfristige Balance von Werten In der VUCA-Welt bedeutet Ganzheitliche Führung auch das Balancieren scheinbarer Gegensätze. Anhand des "Competing Values Framework" müssen daher Stabilität und Flexibilität sowie Innen- und Außenorientierung zusammengebracht werden: • Kooperation: Führungskräfte agieren empathisch als Moderatoren und managen Konflikte • Kreativität: Führungskräfte sind innovativ und motivieren durch eine inspirierende Vision • Konkurrenz: Führungskräfte sorgen für Ergebnisse • Kontrolle: Führungskräfte leben Werte vor Zum Thema Motivation, das gerade im Fußball häufig sehr prominent als Erfolgsfaktor dargestellt wird, gilt grundsätzlich, dass Demotivation vermieden werden sollte. Zugleich gibt es jedoch eine Möglichkeit, intrinsische Motivation zu fördern - authentische Wertschätzung! Transformationale Führung als Führungsstil Im Rahmen der Motivation spielt Charisma eine wichtige Rolle, um Motivation auch langfristig zu verstetigen. Charisma ist dabei ein wesentlicher Bestandteil Transformationaler Führung und beruht auf vier Bausteinen: • eine inspirierende Vision • ungewöhnliches Verhalten • ein hohes persönliches Risiko • Gespür für die Bedürfnisse der Mitarbeiter Gerade im Digitalen Zeitalter ist dies eine große Herausforderung, da sich Führung neuen veränderten Anforderungen gegenübersieht: • steigende Virtualität erfordert es, mit weniger Kontakten Ergebnisse erreichen • kurze Innovations-Zyklen erfordern mehr Selbstorganisation der Mitarbeiter • eine hohe Verunsicherung braucht mehr Orientierung durch Führungskräfte • stärkere Vernetzung erfordert immer mehr Zusammenarbeit in Netzwerken In der nächsten Woche Episode rede ich mit Daniel F. Pinnow über Systemischen Führung, bei der die Gestaltung von Beziehungen und Rahmenbedingungen im Vordergrund steht. Im Gespräch verrät Daniel Pinnow, wie dies gelingen kann und welche Rolle die individuelle Führungskraft im System der Organisation spielt. Bleiben Sie wirksam, bleiben Sie nachhaltig - und bleiben Sie dran...! --- Kontakt: www.nachhaltigfuehren.blog/s01e17 www.twitter.com/FuehrNachhaltig

In this episode I talk to Jeff DeGraff. He is a professor at Ross School of Business at University of Michigan, a respected author, active blogger, sought after speaker, and consultant to leading corporations. In this episode we talk about a wide range of topics surrounding innovation. His insight will inspire you to take the leap and begin to create your ideas.Jeff DeGraff’s life reads like an innovation playbook. The pages are speckled with failures followed by great successes all because of the mantra adopted at an early age from icon Walt Disney: “Keep moving forward.” Jeff knows how to innovate because he has been through the wringer and rolled with the punches, each time adding a new, better, and cleverer play than the last to his dossier. Jeff’s creative and direct take on making innovation really happen have made him a world renowned thought leader and have prompted his clients and colleagues to dub him as The Dean of Innovation.Jeff has advised many of the world’s leading corporations, using the Competing Values Framework that he cocreated, on how to grow, change and ultimately move forward to see positive results. Jeff’s clientele list reads as a ‘who’s who’ of the business world, boasting Eaton, American Airlines, Coca-Cola, Microsoft, General Electric, Prudential and Pfizer, all as happy customers.Clients call Jeff when they want to achieve a cultural change that leads to sustainable innovation and growth. Time and time again, clients have been enthralled and inspired by Jeff’s speaking abilities and unorthodox view of innovation. He commands the room as he combines theory and practice to instill the mindset needed to make innovation truly happen. Jeff’s ideas have gained such a following that he created the Innovatrium, an innovation institute in the heart of the University of Michigan’s campus.The Innovatrium is what every great innovator in the past has had: a laboratory for experimenting with new ideas and creating tangible prototypes to prove the concepts. Throw in the fact that you can write or draw on every surface while looking out the large bay windows at one of the most prestigious schools in the world and the inspiration simply becomes organic.Not to be pigeon-holed; Jeff is also well known as an author whose witty and insightful prose have landed him regular columns with The Huffington Post, Psychology Today and Management Innovation Exchange. His talent for breaking down the steps needed to innovate effectively also prompted him to write a slew of successful books on innovation including Creativity at Work, Leading Innovation, Innovation You: Four Steps to Becoming New and Improved, and The Enlivened Self: The Art of Growing. Other publications that showcase Jeff’s innovation principles are Business Week, Fortune, USA Today, Training+Development and the Wall Street Journal. He also has video learning modules with Big Think.For the past 25 years Jeff has also spent his time as a Clinical Professor of Management and Organization for the University of Michigan’s Stephen M. Ross Business school. His energetic personality and practical business experience have made his classes some of the highest rated and hardest to get into at Ross, and he enjoys discussing the changing face of innovation with the next generation.Taking into account Jeff’s extensive experience and mixing it with the creative streak and competitive edge he’s known for, it is not hard to see why he is called ‘the guru to the innovation gurus’ of Fortune 500 Companies.Watch Jeff’s speaker’s biography video at www.innv.at/Jeff-Bio.“Growth requires that we move out of the known and toward the unknowable, experimenting and revising as we go.” – Jeff DeGraffWebsite: http://jeffdegraff.com/LinkedIn: https://www.linkedin.com/influencer/degraffjeffFacebook: https://www.facebook.com/deanofinnovationTwitter: https://twitter.com/JeffDeGraffYoutube: https://www.youtube.com/user/JeffDeGraff1

Jason Hartman sits down and talks with Jeff DeGraff, professor for the University of Michigan's Ross Business school and an expert in innovation. He has a new book coming out called, “Making Stone Soup: How to Jumpstart Innovation Teams” and has helped grow world leading corporations such as American Airlines, General Electric, and Coca Cola by using his Competing Values Framework system.   Key Takeaways: 1:30 – There are a lot of challenges in innovation when it comes to a team setting, this is why Jeff wrote his newest book - Making Stone Soup. 4:30 – Innovation is created through conflicting ideas and through that, the development of new hybrid-ideas. 7:10 – Forget the 80/20 rule. Innovation uses the 20/80 rule. 11:40 – Patents are more incremental now than ever before. Is this because 'everything has already been invented'? 14:50 – Millennials have a radically different social view and this is why you're seeing a slight shift in the market and less patenting. A different type of innovation is being created. 18:40 – There are four things that make innovation happen. You need a high quality target, surround yourself with experts, take multiple shots or tries on your goal; fail often, fail fast, and learn; and the final step is to learn from your experiences. 25:00 – Never fix what doesn't work. Work on what does work. 26:40 – Before you start something, you have to stop something you're currently doing because we don't have the capability to do everything. Everything costs something. 28:00 – Remember as you're creating something, you will have to go through different versions. No one is perfect. Do version 1, get feedback, then work on version 2, and so forth. Mentioned In This Episode:   http://jeffdegraff.com/   Jeff DeGraff's boosk - Innovation You, Four Steps to Becoming New and Improved, Leading Innovation,  and Making Stone Soup: How to Jumpstart Innovation Teams.   Good to Great by James C. Collins