Category Archives: Culture Change

Addy Clip #2 – Key Factors in Engagement

High performance is possible in any organization. In this brief video (5 minutes), the second in a series, our founder explores the steps taken to engage work groups.

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Authority & Performance: Addy Clip #1

High performance is possible in any system with the right blend of clear authority and engagement. In this brief video (9 minutes and 15 seconds), the first in a series, our founder explores the steps taken that have led to … Continue reading

Posted in Alignment, Change Management, Culture Change, Emotional Intelligence, Leadership, Organization Development, Robert P Crosby, Systems Thinking, T-Groups | Tagged , , , , , , , , , , , , , | Leave a comment

Engagement for the Bottom Line: Do you have a strategy to engage all layers of your organization?

Research consistently draws a direct correlation between employee engagement and business results. Indeed, the top 25% of companies in a recent study of workplace engagement (involving 25 million employees in 195 countries) had significantly better: Productivity Customer Ratings Turnover Absenteeism … Continue reading

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Putting Your Skin in the Game: The OD Practitioner as Organizer

The following is an excellent description of Crosby & Associates’ approach to Organization Development (OD), written by our founder and reprinted from the OD Practitioner, Vol 27, #2&3, 1995.  It is also a solid guide for sponsors and agents of change: Some 20 … Continue reading

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Leadership, Authority, and Emotional Intelligence – A Case Study from the PECO Nuclear Turnaround

Abstract: The following is written from a practitioner’s point of view. The hypothesis is that organizations that respect the role of emotion in human systems, in concert with other variables such as role, goal, and decision clarity, will meet or … Continue reading

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Examples of Work Culture Shifts

From: Finding fault and Blame  To: “Make it work” – Take responsibility From: Language of “I’ll try”  To: “I’ll do it” From: Low trust and morale  To: High trust and morale From: Low concern for safety  … Continue reading

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Organizational Culture

A colleague wrote: I quote from page 23 of the Chapter “No mere Ape’ in *Ramachandran VS (2010) The Tell-Tale Brain ? Unlocking the Mystery of Human Nature, Random House India.* “….By hyper-developing the mirror-neuron system, evolution in fact turned … Continue reading

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Leadership is the “root cause”

I’m fresh back from a ten day journey through London, Krakow, Budapest and Bucharest. What I saw and heard in my business conversations convinces me more that I’m on the right track thinking about the systemic influence of leadership behavior. … Continue reading

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The Nuclear Industries Blind Spot (and they’re not the only ones)

I wrote this as part of a Linkedin Nulcear Safety Culture Group. In sum, the nuclear industry, and many outside that industry, while understanding some of the behaviors and processes necessary for healthy culture, don’t have a clear grasp of … Continue reading

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Whole systems change

My colleagues on OD Net are discussing “whole systems change” which is the art of creating a high performance high satisfaction culture in an organization. Carefullly orchestrated events where a cross-section is brought together to create the new culture are … Continue reading

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