Team coaching helps a leadership team drive cultural change at Caterpillar

2008 ◽  
Vol 27 (4) ◽  
pp. 40-50 ◽  
Author(s):  
Merrill C. Anderson ◽  
Dianna L. Anderson ◽  
William D. Mayo
Keyword(s):  
Cultural Change ◽  
Leadership Team ◽  
Team Coaching

Creating a Culture of Empowerment and Accountability at St. Martin de Porres High School (B)

2017 ◽  
pp. 1-13
Author(s):  
Liz Livingston Howard ◽  
Gail Berger ◽  
Sachin Waikar
Keyword(s):  
Nonprofit Organizations ◽  
School Leadership ◽  
Cultural Change ◽  
Education Institution ◽  
Leadership Team ◽  
Nonprofit Leadership ◽  
Leadership Culture ◽  
Mba Students ◽  
Implementing Change ◽  
Critical Issues

Change is hard for all but perhaps more difficult for school leaders and other nonprofit organizations. The role that culture plays in a mission-driven organization can often be an impediment to change. This case uses a unique education institution, St. Martin dePorres School of the Cristo Rey Network, to illustrate the importance of culture in implementing change. It demonstrates how leaders can articulate a vision and create a strategy to change an organization and move toward success. The case focuses on the leadership team of Principal Mike Odiotti and Assistant Principal Judy Seiberlich and how they used cultural change as the key driver to school success. That success was defined by improved academic performance, greater accountability for students, teachers and staff and stronger empowerment of constituents. It includes an overview of how the school's leadership team used data to drive decision making. This case is ideal for MBA students, executives in nonprofit management or school leadership and can be used to illustrate change management, nonprofit leadership, culture change, mission-driven strategy or school leadership. It addresses critical issues that organizations face and provides tools and tactics that can be applied to mission-driven enterprises.Understand the role culture plays in creating change in an organization Gain an appreciation and comprehension for the relevance of shaping culture when implementing a vision Recognize norms guide people's behavior in organizations. Learn to identify the norms that promote positive cultures and those that create toxic environments Learn how to diagnose organizational culture using the “Iceberg Model” Build a repertoire of skills needed to successfully change and shape an organization's culture

scholarly journals The use of organisational network analysis as a diagnostic tool during team coaching

2018 ◽  
Vol 44 ◽  
Author(s):  
Nicky H.D. Terblanche ◽  
Edna D. Erasmus
Keyword(s):  
Network Analysis ◽  
Diagnostic Tool ◽  
Leadership Team ◽  
Research Approach ◽  
Structured Interviews ◽  
Direct Reports ◽  
Team Coaching ◽  
Coaching Intervention ◽  
Managerial Implications ◽  
Business Challenges

Orientation: Organisational network analysis (ONA) examines relationships between people and is a potential diagnostic tool to use during team coaching interventions. Research purpose: The objective of this research was to investigate how ONA can be used during a team coaching intervention aimed at addressing business challenges. Motivation for the study: The use of ONA as a diagnostic tool in individual coaching has been researched, but has not been applied in the emerging field of team coaching. Research approach/design and method: An action research methodology employing both quantitative and qualitative methods was used in this research. A purposive sampling approach was used to select a leadership team of four people who received 11 team coaching sessions. Quantitative data were collected from the leadership team and their 18 direct reports, using pre- and post-test intervention ONA questionnaires. Qualitative data were collected after the coaching intervention using semi-structured interviews with the leadership team. Main findings: Organisational network analysis helped to identify team coaching goals based on business challenges. It indicated the extent to which team coaching enhanced communication between the leadership team and their reports, enabling them to address business challenges. Organisational network analysis results taken out of context could, however, be misinterpreted. Practical/managerial implications: Team coaches, ONA practitioners and leadership teams could use ONA as a diagnostic tool during team coaching interventions to identify team coaching goals based on business challenges, to gain insights into team dynamics and to assess the contribution of team coaching for addressing business challenges. Organisational network analysis should not be taken at face value and should ideally be triangulated with other data sources such as interviews. Contribution/value-add: On a scholarly level, this research provides empirical evidence for the benefits of using ONA during a team coaching intervention. On a practice level, suggestions are provided for the manner in which ONA can guide team coaching interventions.

Creating a Culture of Empowerment and Accountability at St. Martin de Porres High School (A)

2017 ◽  
pp. 1-7
Author(s):  
Liz Livingston Howard ◽  
Sachin Waikar ◽  
Gail Berger
Keyword(s):  
Nonprofit Organizations ◽  
School Leadership ◽  
Cultural Change ◽  
Education Institution ◽  
Leadership Team ◽  
Nonprofit Leadership ◽  
Leadership Culture ◽  
Mba Students ◽  
Implementing Change ◽  
Critical Issues

Change is hard for all but perhaps more difficult for school leaders and other nonprofit organizations. The role that culture plays in a mission-driven organization can often be an impediment to change. This case uses a unique education institution, St. Martin dePorres School of the Cristo Rey Network, to illustrate the importance of culture in implementing change. It demonstrates how leaders can articulate a vision and create a strategy to change an organization and move toward success. The case focuses on the leadership team of Principal Mike Odiotti and Assistant Principal Judy Seiberlich and how they used cultural change as the key driver to school success. That success was defined by improved academic performance, greater accountability for students, teachers and staff and stronger empowerment of constituents. It includes an overview of how the school's leadership team used data to drive decision making. This case is ideal for MBA students, executives in nonprofit management or school leadership and can be used to illustrate change management, nonprofit leadership, culture change, mission-driven strategy or school leadership. It addresses critical issues that organizations face and provides tools and tactics that can be applied to mission-driven enterprises.Understand the role culture plays in creating change in an organization Gain an appreciation and comprehension for the relevance of shaping culture when implementing a vision Recognize norms guide people's behavior in organizations. Learn to identify the norms that promote positive cultures and those that create toxic environments Learn how to diagnose organizational culture using the “Iceberg Model” Build a repertoire of skills needed to successfully change and shape an organization's culture

Information and Communication Technology and Cultural Change

2012 ◽  
Vol 43 (4) ◽  
pp. 222-231 ◽  
Author(s):  
Nina Hansen ◽  
Tom Postmes ◽  
Nikita van der Vinne ◽  
Wendy van Thiel
Keyword(s):  
Cultural Values ◽  
Information And Communication Technology ◽  
Communication Technology ◽  
Cultural Change ◽  
Control Group ◽  
Self Construal ◽  
Information And Communication ◽  
The Impact ◽  
Ict For Development ◽  
Practical Implications

This paper studies whether and how information and communication technology (ICT) changes self-construal and cultural values in a developing country. Ethiopian children were given laptops in the context of an ICT for development scheme. We compared children who used laptops (n = 69) with a control group without laptops (n = 76) and a second control group of children whose laptop had broken down (n = 24). Results confirmed that after 1 year of laptop usage, the children’s self-concept had become more independent and children endorsed individualist values more strongly. Interestingly, the impact of laptop usage on cultural values was mediated by self-construal (moderated mediation). Importantly, modernization did not “crowd out” traditional culture: ICT usage was not associated with a reduction in traditional expressions (interdependent self-construal, collectivist values). Theoretical and practical implications are discussed.

The primary variables in directed cross-cultural change.

1968 ◽  
Author(s):  
Arthur H. Niehoff ◽  
J. Charnel Anderson
Keyword(s):  
Cultural Change ◽  
Cross Cultural
Sign in / Sign up

Export Citation Format

Share Document