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Your Culture Blueprint

Your organisational culture says a lot about what you value, what you prioritise and what people can expect when they come to work for you. Yet many organisations don’t actually know what type of culture they have created or the risks that are associated with it.

 
Research shows that a toxic culture decreases productivity by 40%, while an effective culture increases productivity by 20%, and a positive culture can increase by 30-40%.1

Culture takes many years to cultivate and if it isn’t the best culture to support your employees, customers and communities, the impacts can be considerable such as:

  • Slow achievement of strategic goals
  • Leadership frustration
  • Lack of inclusive leadership
  • Mistrust, lack of empathy and self-interest
  • Focus on single success factors, like financial goals
  • High turnover of staff and customers
  • Strained employee relationships

By identifying your culture type you can determine if it is the right culture for your business and leverage the strengths that are best assoicated with that culture type.

The Organisational Culture Assessment Instrument (OCAI)

The Organisational Culture Assessment Instrument (OCAI, © Kim Cameron) https://www.ocai-online.com is a validated tool for assessing organisational culture, developed by Robert Quinn and Kim Cameron at the University of Michigan. It is based on the Competing Values Framework and has been used by over 10,000 companies in 30 years (Have, 2003).1

The Competing Values Framework (CVF) emerged from research to identify the organizational effectiveness criteria (Quinn & Rohrbaugh, 1981). The criteria that were found to make a difference are the competing values between internal-external, and stability-flexibility.1

Organisational Culture Assessment Instrument
The competing value sets also correspond with four types of organisational culture.
The 4 culture types are:

  • the dynamic, entrepreneurial Create/Adhocracy Culture
  • the people-oriented, friendly Collaborate/Clan Culture
  • the process-oriented, structured Control/Hierachy Culture
  • the results-oriented, competitive Compete/Market Culture

Every organization has a unique mix of the four culture types and Quinn and Cameron’s extensive research showed that most organizations develop a dominant culture.1

To administer the survey, employees complete an online survey where they are asked to score six aspects of culture with a range of statements that are the most appealing to the employee. The survey is also broken into two areas, the current state and the employees preferred state which shows the relationship between the organisations culture identity and how aligned the employees are towards it.

OCAI Framework
The 6 aspects of organisational culture are:

  • Dominant characteristics
  • Organisational leadership
  • Management of employees
  • Organisation glue
  • Strategic emphasis
  • Criteria of success

You will receive a detailed report that collates your responses and provides an organisational view or your current and preferred culture types.

In this example, the majority of respondants experience the organisation to be dominant in the Compete quadrant and the majority of employees would prefer a more Collaborative experience. Within these gaps lies a range of options that the organisaiton can undertake to identify if the culture should draw from the Collaborate culture and the ways in which it can do that.

As consultants trained in the OCAI framework, we can facilitate that process for you and help you to reduce turnover and build a stronger culture.

1OCAI online

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