The problem with your vision statement When it comes to creating organizational culture, management often seems to think that if they create a set of rules to live by, that all will follow and the organization will be just peachy keen (early American colloquialism that means “Perfect in a Nice way”). But experience tells us ... Read More
This is why people around Asia and the Middle East are Choosing Directive Communication International as their preferred training provider for leadership and organizational change… Here are the links to highlight why DCI is different, more effective and basically BETTER in leadership development and the resulting organizational culture change that happens from that leadership: Applications ... Read More
Watch the video first! Applying the 5 pillars of transformation relies on getting people to believe they CAN create the change they want in their organizational culture. This is the Greater Purpose that everyone can believe in… but the key is in the speed of the results achieved by the Methodology. Directive Communication Psychology has ... Read More
We have Seen how organizational culture impacts performance, now we talk about the DC Organizational Culture Change Model. This video explains how the DC model can change organizational culture in less than 80 days and shows the requirements to make it happen. Drawing on the previous videos on organizational change, we compile the full process of changing culture ... Read More
Ok, first, you need to watch the video, it will tell you about the different options of organizational change and the different levels… then come back and read what we do and how it will help you with ONE aspect of organizational Change. This Link will take you to the PDF proposal for what we ... Read More
Finding your “Key Influencers” is kinda like checking your friends on Facebook to see who has the most friends who comment and interact with them. While there may be others with more friends by number, those may be shallow acquaintances or maybe just collected individuals who have no real connection. But those who’s friends interact ... Read More
The psychological key to organizational change is that people want to be successful in their jobs… yes, even those “lazy” people. But a person’s desire to be successful in their job is often diluted by the environment. I always considered myself a hardworking person who puts a 100% into his job, yet, long ago when ... Read More
Part 2 of how to change an Organizational Culture in 80 Days By: Arthur Carmazzi An updated post on the Organizational Culture Evolution process is at: https://www.directivecommunication.net/organizational-culture-the-5-evolution-by-arthur-carmazzi Changing organizational culture can have a profound impact on effectiveness, motivation and alignment of personal goals and organizational objectives, but there can be negative effects if you do not ... Read More
Part 1 of how to change an Organizational Culture in 80 Days By: Arthur Carmazzi Traditionally the concept of changing an organizational culture has been long and tedious, and for over 70% of organizations who have tried… unsuccessful (according to a 2006 Gallup study). The primary reason for failure is lack of follow through, most ... Read More
Please continue to help me write my new book, this is Part 3. You are welcome to look at and contribute to the previous posts. And special thanks to Earl Wallace, who I did not have an opportunity to thank for his brilliant contribution in Part 2
Also, please see the web pages Organizational Culture Change at: http://directivecommunication.com/corporate_culture_organisational_development.php
Continued from Part 1 -
“The Great Pharaoh” was always striving for bigger and better Pyramids, BUT, there were definitely some quality issues. So when TepTep got his first position as Quarry Manager for the construction blocks division, he found the real world issues were very different than what he learned in school.
Although the employees did the job, he found the division’s effectiveness was sadly lacking. People were not putting in a “full” effort, politics were being played, people were blaming each other for mistakes and difficulties, and there was little or no cooperation across divisions… he even heard many employees say they felt like they were being treated like slaves. Wow, he didn’t have to go to school to know that this wasn’t the way it was supposed to be. At first he thought it was because they were only paid about 3 baskets of grain a week (minimum wage for skilled labour), but this idea was about to change, and the course of leadership (and pyramid building) would never be the same again.
Picture of Egyptian workers being lazy and complaining in a quarry
TepTep thought he would never be able to be a great leader here. He didn’t want to be held back by this kind of dysfunctional environment so he went Great Pharaoh’s senior management and asked to be re-assigned. “After all”, he thought, “A leader couldn’t be great with people who weren’t eager to do what he said ”. “Could they?”
The senior managers all sat around a big table and listened to him complain, when he was finished, they talked and whispered and then said: “sure, why not, your dad was a real fun guy at the alligator wrestling matches, so go ahead, we will put you in charge of pyramid building”
TepTep said “thank you” and thought “Wow, now I can work with people who have greater skill and knowledge, and they even get better pay. These people are more like me, so they will be easier to lead.”
TepTep was excited. He wanted to understand more about his job so he decided to visit some of the latest developments. His first stop was the recently finished project in Meidum to see the pyramid built for Pharaoh Seneferu only a few years before. When he arrived, he saw the blocks were already starting to crumble and the structure wasn’t very sturdy. “This sucks!” he thought, this was not the quality he wanted to create.
Rendering of pyramid at Meidum
He looked at the structure again. While each of the individual stones was carved skilfully, each was just laid as an individual block, with one piled on top of another. With minor earthquakes and strong weather conditions the whole complex was already falling apart. And of course no one was taking responsibility for it and everyone was blaming everyone else. People were talking behind others back because one stone carver would think his carving is better than the other guys, or one would think he was caring more Weight than the rest. But the quality of the overall work was still not what it could be. He felt that all the theory he had learned from ISIS school of Management was not applicable in the real world, when the “human element” was introduced.
Why would people who have the skill, have the experience, and have reasonable pay, not really put in the extra effort to build something Great?
Why were they working as individuals instead as a team with a common vision?
TepTep was discouraged and confused. Suddenly a hawk cried overhead, and as TepTep looked up, he saw a sign.
Picture of a sign carried by a hawk that says “The Great Bubu, Magic Solutions to your problems”
“That’s it! That’s how I can be a great leader and a great builder of Pyramids, I will get the magic solution.”
Daft #1 Arthur Carmazzi new book preview Leadership Lessons from the Great Pyramids Cultivating masses of motivated people to build Lasting organizations ————————————————————————————————- Evidence uncovered by Faunal experts Redding and Lehner prove it… “It was not the slaves that built the pyramids. It was gangs of motivated, dedicated and well organized individuals who had a purpose…” ... Read More
Great leadership must focus on corporate culture, why? Because a if a leader focuses on the “Environment”… Corporate Culture, many of the traditional problems disappear. When an organization has a strong corporate culture, employees become “members” of the organization, work becomes a club where people get more self fulfillment and personal development “through” the organization. ... Read More
A scene from a board meeting Krishnamurthy the Director: (Irritated) This is the fifth time this week that a customer has complained about our sales staff selling defective pieces. Rao when are you going to do something about it? Rao the Sales General Manager: (Assertively) Sir, this seems to be an ethical matter. I have ... Read More