MODELS FOR CORPORATE CULTURES
We have developed various models to explain work and performance cultures. These are based on relevant research results as well as findings from our own processes.
In doing so, we emphasize great importance to linking the characteristics of a culture with expected performance developments of the entire organization.
The dimensions of our model can be distinguished as follows:
These dimensions are collected and made transparent using survey systems. In this way, all facets of a culture become visible. Sometimes the written survey is supplemented by interviews.
Overview of the cultural dimensions
Perception and assumptions
People have perceptions about all phenomena in the world and derive assumptions from them. In corporate cultures, for example, employees have assumptions about corporate strategy, market orientation, service delivery processes, and internal and external collaborative capabilities.
Resonance in the organization
Resonance occurs when there is an equal frequency of vibration. Thus, people can also be in resonance with each other and with the phenomena of the environment. The higher the resonance in an organization, the higher the energy released. Resonance-generating factors are, for example, appreciation, empathy and understanding. Resonance-destroying factors are status, control and hidden agendas.
Relationship patterns of the members
In any organization, common patterns emerge after a short time about how people in that organization form their relationships with each other. These relationship patterns manifest themselves and encompass almost all people in their effects. Everything happens unconsciously. For example, it is about power, about competition, and about incompetence. These patterns often have a performance-reducing tendency in their critical effect.
Values that guide action
Values determine human behavior to a great extent. Values arise in all socialization contexts that people experience. For example, in the organizational context, there are specific values about willingness to perform, honesty, and support. All organizations have values, whether they want it or not. These values can be constructive or destructive in nature. And they are related to the performance of the institution.