How we change what others think, feel, believe and do
Deal and Kennedy's cultural model
Deal and Kennedy's model of culture is based on characterizing different four types of organization, based on how quickly they receive feedback and reward after they have done something and the level of risks that they take.
A major driver of people in companies and hence their culture is the general feedback and specific rewards that tell them they are doing a good or bad job.
If this feedback is immediate or shorter-term, it will quickly correct any ineffective behavior and hence lead to a consistent culture (those who cannot survive will quickly find out and either leave or be sacked).
If the feedback takes longer to arrive, then can leave mistakes uncorrected, but it also lets people look further out into the future. Either way, there is likely to be some substitute activity (such as process management) to help keep things on track until actual results are known.
Uncertainty and risk are something that some people hate and some people thrive on. In either case, it is another motivating force that leads people to focus on managing it.
Where the risk is low, people may be willing to take risks up to their acceptable limit. Where they are high, the risks need to be managed or accepted. High risk companies are more likely to include people who enjoy the frisson of taking a gamble.
Work-hard, play-hard culture
This has rapid feedback/reward and low risk, leading to:
Tough-guy macho culture
This has rapid feedback/reward and high risk, leading to:
This has slow feedback/reward and low risk, leading to:
This has slow feedback/reward and high risk, leading to:
So if you are influencing into an organization, find out what style it has and adjust your approach accordingly. If you are a member of the organization, you may understand why you are either right at home or way out of place.
And the big