The Status Quo
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21st Century Orgs
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Purpose is static and unchanging. |
Purpose likely to be evolutionary and may change over time. |
Purpose has probably barely been thought about until recently and, if it is, then it’s formally discussed by senior leadership at the organisational level. |
Purpose is talked about all the time and is formally discussed at the organisational, team and individual level. |
“Values”: mostly concerned with a list of well known, single words that usually describe what an organisation thinks it is (or needs to be). |
"Values" are important, but equally (if not more so) is the recognition that people must discuss and explore the underlying "beliefs" they hold. |
Values mostly communicated through professionally produced tools and reminders - the senior leadership is effectively selling the values to the organisation. |
Values are clearly defined, often through an expanded document covering what they mean (like a constitution), to illustrate their importance and are reinforced everywhere, from training to regular “values days" - everyone is responsible for the values. |
Different sets of values as you travel “up” the organisation - e.g. what is acceptable changes with seniority. |
Values are applied unilaterally and everyone is held to account for them to the same standard. |
Efficiency and standardisation are the default concerns of the organisation; this position is so deeply ingrained in the mental model of employees that they may neither recognise they’re doing it nor accept there is any other way. |
Adaptability mixed with personal mastery/wholeness is intentionally pursued as the default concern. Efficiency and standardisation are widely recognised as a problem, not embedded in the mental model. It’s only seen as worthwhile under particular, localised scenarios. |
Life in the organisation is characterised by an inwardly looking mindset: what’s in it for me/us. |
Life in the organisation is characterised by an outwardly looking mindset: how is the purpose best achieved. |
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