CREATING A SHARED CULTURE
Administering the OCAI will generate specific quantifiable data on each organization as to where it currently sees itself in terms of organizational culture and effectiveness. During the diagnostic quantitative phase of the analysis the survey instrument will be applied across a broad spectrum of key leaders, management and field operators and the raw data will be analyzed within the competing values framework. Specific organizational cultural frameworks will emerge from this analysis for each organization.
In the next diagnostic qualitative phase of the analysis the desired future state of each organization will also be explored using a combination of both the OCAI survey instrument (with questions aimed towards a future orientations) as well as with facilitated joint vision, mission and strategy sessions consisting of key personnel from both organizations to develop a perspective that captures the unique strengths of both organizations and combines them in a manner that achieves both of their organizational objectives.
In addition to generating organization-wide cultural data, the administration of the OCAI will also generate detailed cultural profiles of the individuals taking the survey. Research has demonstrated that the most effective managers will be the ones that match the new organization’s dominant cultural style. Examples of organizational effectiveness that are most highly valued according to the dominant cultural style are cohesiveness (Clan) and creativity (Adhocracy). Our recommendations will include advice about individuals working in both organizations whose personal cultural profile appears to most closely match the new organizational cultural profile. Leadership should consider these individuals as likely being the most successful working in the new merged organization.