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

July 2003

Welcome to the second issue of
Leading a Performance Culture

By Quentin Jones, Director

We are excited to present to you a collection of articles dedicated to our upcoming 5th Australian Conference on Culture and Leadership – ‘Building a Performance Culture: Practical Steps for Leaders’. This year’s conference presents case studies and research on the practical ‘how to’ steps to building a performance culture.

I look forward to you joining us at what promises to be another successful Human Synergistics Culture and Leadership Conference.
  

Reflections of a Leader's Transformation - Interview with Alan McGilvray

By Kate Walker, Project Manager

Chairman and Managing Director of Bayer Australia and New Zealand, Alan McGilvray, is about to embark on the second phase of his culture reform vision. Ahead of his presentation at the upcoming 5th Australian conference on Culture and Leadership, he generously agreed to give us an insight of the Bayer journey so far.

2003 Research Results Book Launch

By Shaun McCarthy, Chairman

This year’s Research Results Book sheds new light on the relationship between culture and performance through an analysis of our OCI and OEI data sets. The book explores the culture disconnect between Preferred and Actual Cultures. It also explores Dr Rob Cooke’s ‘How Culture Works’ model. This model illustrates the relationships between the Causal Factors/Levers for Change, Actual Operating Cultures and the Outcomes of Culture. 

Navigating Culture Change Navy Style

By Natasha Loughlin, Business Development Manager (Consulting)

When Grant Dale took up his position as Commanding Officer of HMAS Westralia, a fuel and stores supply tanker, in November 2000, the ship had just returned to operational service after extensive repairs following the tragic fire of 1998.

Australia’s largest Navy ship was back at sea but was hardly operating like a well-oiled machine.

Leadership Impact and Effectivess

By Natasha Loughlin, Business Development Manager (Consulting)

“How does the impact of Australian Leaders compare to other leaders around the world?” Dr Rob Cooke and Dr Janet Szumal will address this question by presenting the results of an international study that examined the leadership tendencies of approximately 5000 managers in at least six countries.

Reinventing the Lion: the Role of HR

By Scott Maclean, Horizon Public Relations

Much has been written and spoken about the leadership, culture and performance reform of brewer, winemaker and Best Employer, Lion Nathan.

CEO Gordon Cairns has been heralded with taking the brave steps to reinvent himself as a leader, resulting in a fresh approach for the 5,000 people at Lion and renewed share market confidence.

However, Cairns would agree that in the beginning it was his Group HR Director, Bob Barbour, who also exhibited lion-hearted characteristics when he approached his boss with five pages of feedback on his leadership style.

If you Measure it you can Manage it

By Kate Walker, Project Manager

Kennards Self Storage have just completed their sixth consecutive Organisational Culture Inventory (OCI) measure, making them the most consistent measurers of culture in Australia.

Having engaged his teams in the journey of culture change and personal development, Managing Director Sam Kennard is adamant that the real value in Human Synergistics’ tools comes when progress is regularly measured. In this way achievements are recognised and celebrated whilst areas for improvement can be identified and managed.