Session 5: Lion tamers and horse whisperers – shaping workplace cultures
Presented by: • Dr Paul Collings
Queensland Crime and Misconduct Commission
Lion Tamers and Horse Whisperers Shaping Workplace Cultures
Paul Collings Senior Prevention Adviser Research and Prevention Crime and Misconduct Commission
Corrupt Cultures Examples Parks and gardens Executive suite Facilities maintenance
Culture “the climate and practices that organisations develop around their handling of people, or … the espoused values and credo of an organisation” [Schein 7] “Culture is to a group what personality or character is to an individual. We can see the behaviour that results, but often we cannot see the forces underneath that cause certain types of behaviour.” [Schein 8]
Edgar H. Schein, Organizational Culture and Leadership. 3rd Edition. San Francisco, Jossey-Bass: 2004.
How are cultures formed? “a group’s culture is the result of that group’s accumulated learning … once a group has a culture, it will pass elements of this culture on to new generations of group members.” [Schein 18] Edgar H. Schein, Organizational Culture and Leadership. 3rd Edition. San Francisco, Jossey-Bass: 2004.
Diagnosis Complaints Risk
factors
Isolation Work environment Rhetoric Underlying assumptions
Isolation “individuals will be more likely to share in ethical reasoning and moral intent with members of their own functional group (in-group) than with members of other functional groups (out-group).”
Neil A. Granitz and James C. Ward. “Actual and perceived sharing of ethical reasoning and moral inent among in-group and out-group members.” Journal of Business Ethics 33 (4) 299-322, October 2001. p.299
Working Environment
Physical environment Work practices Operational structures General morale
Rhetoric
Public utterances False signals Quality of output Language Tales and legends
Underlying Assumptions Positive
Negative
Old-fashioned work ethic
Work-evasion ethic
We are working to a common goal
Our team has to stick together for protection
We are at the cutting edge
We are a neglected back-water
Surveys Response to Surveys: Managers’ trust in information sources – percentage. 45 40 Observed fact
35
Graph
30 25
Reliable Report Never believe anything
20 15 10 5 0
2001
2003
2005
2007
2009
[Source: http:/phoneegraphs.con]
What to do? Recommendation 8 “That the Department of Transport establish a corporate culture that values, and is inclusive of, all staff and operational areas.” Western Australia’s Corruption & Crime Commission. Report on the investigation of alleged public sector misconduct by employees of the Department for Planning and Infrastructure in relation to the inspection, licensing and registration of motor vehicles. 16 September 2010
Lions and horses Targeting key people Shedding light Creating expectations Systems Deterrence Leadership
Key People
Avoidance and resistance
Denial Transference Deal-making
Shedding light Education for Direct moral instruction Case studies, role plays, hypotheticals Practical projects Value clarification Empowerment, autonomy
Empathy development Workplace experiences Motivation
Creating expectations Uncertainty
Codes and policies Modelling
Prevention tools Risk Management plans
Systems
Corporate plans
Codes of conduct Policies and procedures Internal reporting
Internal auditing Recruitment Performance management
Continuous improvement Training Leadership
Implementation Communication New technologies Learn from complaints
Avoid patchwork
Deterrence Dismissals Legal constraints Rewards
Leadership Integrity Acceptance Visibility
Shaping Cultures Symptoms Complaints
Strategies
Isolation Work environments
Rhetoric Underlying assumptions
Key people Shedding light Expectations Systems Deterrence
Leadership
Organisational approach
Discussion
Dr Paul Collings
Crime and Misconduct Commission (07) 3360 6381
[email protected]
Case study Allegation: misappropriation of private sector grant funds. In 2008 the University received a grant for specified research purposes from the Perfectly Upright Corporation (PU Corp). It is alleged that Professor Julius Flitwick illegally (or inappropriately) used the money to: Buy two new laptops, one for his home and the other to use at work
Employ a research assistant who “just turned up one day” and who was later overheard to mention that her mother is one of the Directors of PU Corp
Case study Background information: The Professor refuses to submit costings for the research project through the usual university processes and has explained to the finance section that he does not need to because he is personally contracted to the project rather than through the university The Professor uses University resources to carry out the research project The website for PU Corp includes a press release that states that the Professor has a part ownership in the intellectual capital for the finished project
Discussion Tenure and ossification Academic vs. Administration Research funding and ethics
