Publisher
University of Tennessee at Chattanooga
Place of Publication
Chattanooga (Tenn.)
Abstract
A culture that embraces change, responds quickly to changing needs and connects everyone at every level as business owners is an exciting future for companies and employees. In this culture leaders learn to unleash the unique potential in each individual to solve problems never solved before. The opportunity for positive impact goes far beyond our daily work. It spills into every area of our lives and in tangible ways impacts the world. Performance metrics and engagement only put you in line for this door to the future. The door can get locked when organizations become lulled into thinking “good-enough” by focusing only on these indicators. Culture work can be seen as separate “other work” set aside when business demands increase and any improvement that does occur gets lost being perceived not relevant to achieving business objectives. Creating a context for culture work is powerful. By orienting culture work to key business priorities makes it “the work”. Having the context enables effective doing/not-doing choices allowing pace to the journey forward by focusing precious limited resources on what is most important. Sharing from an Operations perspective… In this session you will see: How strategy deployment can enable an organization to orient culture work to key priorities Why the process of strategy deployment alone is not sufficient; it only creates the context for culture work. How to begin shifting behaviors by practicing with an effective strategic context in place
Date
October 2017
Subject
Industrial and organizational psychology
Document Type
presentations
Language
English
Rights
http://rightsstatements.org/vocab/InC/1.0/
License
http://creativecommons.org/licenses/by-nc-nd/3.0/
Included in
Business Administration, Management, and Operations Commons, Industrial and Organizational Psychology Commons, Leadership Studies Commons, Operations and Supply Chain Management Commons, Organization Development Commons, Performance Management Commons
Creating the context for effective culture work
A culture that embraces change, responds quickly to changing needs and connects everyone at every level as business owners is an exciting future for companies and employees. In this culture leaders learn to unleash the unique potential in each individual to solve problems never solved before. The opportunity for positive impact goes far beyond our daily work. It spills into every area of our lives and in tangible ways impacts the world. Performance metrics and engagement only put you in line for this door to the future. The door can get locked when organizations become lulled into thinking “good-enough” by focusing only on these indicators. Culture work can be seen as separate “other work” set aside when business demands increase and any improvement that does occur gets lost being perceived not relevant to achieving business objectives. Creating a context for culture work is powerful. By orienting culture work to key business priorities makes it “the work”. Having the context enables effective doing/not-doing choices allowing pace to the journey forward by focusing precious limited resources on what is most important. Sharing from an Operations perspective… In this session you will see: How strategy deployment can enable an organization to orient culture work to key priorities Why the process of strategy deployment alone is not sufficient; it only creates the context for culture work. How to begin shifting behaviors by practicing with an effective strategic context in place
Department
University of Tennessee at Chattanooga. Dept. of Psychology