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Research & Development by Robert A Cooke, Ph D and J
Clayton Lafferty, Ph D. © Human Synergistics Int.
Humanistic-Encouraging (1 o'clock): People are expected to
be supportive, constructive, and open to influence in their dealings with one another.
Affiliative (2 o'clock): People are expected to be friendly,
cooperative, and sensitive to the satisfaction of their work group.
Approval (3 o'clock): People are expected to agree with,
gain the approval of, and be liked by others.
Conventional (4 o'clock): People are expected to conform,
follow the rules, and make a good impression.
Dependent (5 o'clock): People are expected to do what
they're told and clear all decisions with superiors.
Avoidance (6 o'clock): People are expected to shift
responsibilities to others and avoid any possibility for being blamed for mistakes.
Oppositional (7 o'clock): People are expected to be
critical, oppose the ideas of others, and make safe (but ineffectual) decisions.
Power (8 o'clock): People are expected to take charge,
control subordinates, and yield to the demands of superiors.
Competitive (9 o'clock): People are expected to operate in a
"win-lose" framework and work against (rather than with) their peers.
Perfectionistic (10 o'clock): People are expected to avoid
mistakes, keep track of everything, and work long hours to attain narrowly-defined
objectives.
Achievement (11 o'clock): People are expected to set
challenging but realistic goals, establish plans to reach those goals, and pursue them
with enthusiasm.
Self-Actualising (12 o'clock): People are expected to enjoy
their work, develop themselves, and take on new and interesting activities.
More on
the Circumplex |
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April 2003
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Welcome to the first issue of
Leading a Performance Culture
Our newsletter is dedicated to the idea that leaders are the primary drivers of
organisational culture, and that an organisation's culture determines its ultimate
performance. This relationship is at the heart of Human Synergistics research and practice
for the past 30 years.
This newsletter brings you real case studies and research on leadership, culture and
performance. So on behalf of all the team at Human Synergistics in Australia and New
Zealand, enjoy...
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By Kate
Walker, Project Manager
 In December
2002 the Managing Director of Kennards Self Storage, Sam Kennard, stood proudly on the
summit of Mt Aylmer, at the head of the Tasman glacier on the Mt Cook range, in South
Island New Zealand.
After a 4am start and a tough three hour trek to the mountain's base, he and his fellow
climbers were prepared to take on the challenge. Reaching the peak provided opportunity
for each to reflect on what they had achieved and what this meant for them both personally
and professionally.
At this point Mr Kennard held up his company's culture (OCI) results, indicating the
gap between where they stand and where they would like to be.
Montana Wines is today the number one selling New Zealand wine company in both the
domestic and export markets.
However, it wasn't always that way...
By Lisa
Dyer, Business Manager (Accreditation)
Fairfield City Council has reduced processing times for development applications from
an average of 11-30 days to less than 10 days following a positive shift in organisational
culture.
Driven by a desire to be more than just a service provider, the senior management team
and the Councillors undertook a Human Synergistics Life Styles Inventory (LSI), exposing
them to feedback on their individual effectiveness, followed by an Organisational Culture
inventory (OCI).
It's official - Echo Boomers* are rated as being significantly more effective in the
workplace than their older baby boomer colleagues.
According to Human Synergistics' data, corporate leaders aged 30-35 years old are 21%
more visionary than those older than 50, enhance others' productivity, "empower"
people and bring out the best in colleagues.
By Ron
Schwartz, Senior Consultant
A groundbreaking study by Human Synergistics has demonstrated a significant link
between organisational culture and financial performance in the fast food industry.
The 12-month study, using the Organisational Culture Inventory, was conducted with 12
corporate stores of a large international fast food chain. Two key indicators were used in
the study - staff turnover as an indicator of staff satisfaction and EBITDA (Earnings
Before Interest and Tax) as an indicator of financial performance.
Over the last few years, the evidence confirming the strength of the relationship
between culture and performance is simply becoming overwhelming.
If we accept Kotter and Hesketts' (Corporate Culture and Performance 1992) research as
the first study to show a clear link between culture and performance, then the research
since has only served to strengthen their case.
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