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Planning Fallacy Planning Fallacy 3/26/2009 Agenda The Obvious, • Getting your hands around Not So Obvious, organizational culture. and Hidden • Essence of influence: The Not So Patterns that Obvious and Hidden Patterns. • The High Performing culture. Affect Your Organization 90M_345 (0804) • L2 ©2008 BST. All rights reserved. Confidential Information. PHU – 1 90M_345 (0804) • L2 ©2008 BST. All rights reserved. Confidential Information. PHU – 2 Diagnostics Exercise #1: Put a star by the ones that you feel like your organization excels in and a check by those that you feel your organization needs to work on. ___ What needs to be in place to produce culture Leadership change? ___ Defining a compelling safety vision? ___ Implementing and sustaining important safety & initiatives? ___ Maintaining morale and trust with the employees? Culture ___ Maintaining strong, positive employee relationships? ___ Maintaining management and employee teamwork? ___ Creating new methods for change? ___ Making strategic safety plans become reality? ___ Aligning safety efforts top-down? ___ Working collaboratively on safety problems? ___ Delivering effective safety communication? 90M_345 (0804) • L2 ©2008 BST. All rights reserved. Confidential Information. PHU – 3 90M_345 (0804) • L2 ©2008 BST. All rights reserved. Confidential Information. PHU – 4 1 3/26/2009 Leaders approach to culture Trial and Error Leaders • Trial and Error leaders. • White Bear Syndrome. • Non-systematic, toss in initiatives and see • Matterhorn Syndrome. what sticks, not sure why something works. • War Room Mentality Syndrome. • Behavioral leaders. • Peer Pressure Syndrome. • StSystema tidttic, data-oritdiented approac h centered on behavior change. • Common Sense Syndrome. • Seeking leaders. • Seek systematic measures reflecting the support of the culture. 90M_345 (0804) • L2 ©2008 BST. All rights reserved. Confidential Information. PHU – 5 90M_345 (0804) • L2 ©2008 BST. All rights reserved. Confidential Information. PHU – 6 Behavioral leaders Seeking leaders • Pinpoint • Successful Change • Results • Vision • Behavior • Worthwhile • Measure • Shared Belief • Share d Goa ls • Feedback, and • Everyone can participate • Reinforce • Enthusiasm • Information flow • Trust 90M_345 (0804) • L2 ©2008 BST. All rights reserved. Confidential Information. PHU – 7 90M_345 (0804) • L2 ©2008 BST. All rights reserved. Confidential Information. PHU – 8 2 3/26/2009 Culture: what is it? What is Culture? • Understanding culture – there first must be a “Culture is the acquired knowledge working definition of culture. people use to interpret experience and • There are, however, almost as many definitions of culture as there are anthropology texts. generate behavior.” • The first respected definition of culture was written bSiEddby Sir Edward TlTylor (1890’s ). He state d t hat cu lture is “that complex whole that includes knowledge, Anthropologist James Spradley belief, art, morals, law, custom and any other 1970’s capabilities and habits acquired by man as a member of a society.” • In short, everything one does is a product of culture. • Must be studied “indirectly” by studying behavior, customs, material culture (artifacts, tools, technology), language, etc. 90M_345 (0804) • L2 ©2008 BST. All rights reserved. Confidential Information. PHU – 9 90M_345 (0804) • L2 ©2008 BST. All rights reserved. Confidential Information. PHU – 10 Though there isn’t just one, all accepted, definition – there are several characteristics that appear • The somewhat obvious aspects of in common one’s culture that a member can consciously identify and measure are Four that may have significant impact on said to be part of the explicit culture. organizations: 1) Learned. Culture is transmitted via social • The hidden aspects of one’s culture interaction. are said to be part of the tacit culture. 2) Shared by the members of a group. 3) Patterns develop because of a groups set of beliefs. 4) Internalized. Taken for granted by the group. 90M_345 (0804) • L2 ©2008 BST. All rights reserved. Confidential Information. PHU – 11 90M_345 (0804) • L2 ©2008 BST. All rights reserved. Confidential Information. PHU – 12 3 3/26/2009 Explicit Culture Organization Factors Explicit Culture Team Factor Procedural Fair decision-making by managers, Trust, respect and cooperation among Justice Work Group supervisors & leaders – “Consistency” Relations co-workers – “Interpersonal Dynamics” Degree to which co-workers: Perceived Organization is concerned about needs • Treat each other with respect, Organizational Support and interests of employee – “Awareness” • Listen to each other’s ideas, • Help one another out, and Relationship between employee and • Follow through on commitments LeaderLeader--MemberMember supervisor/leader; “goes to bat” for me; Exchange has my best interests at heart; highest Extent to which working with my team Teamwork correlation with safety performance – members is an effective way to get “Influence” things done – “Effectiveness” • Planning Management What managers say is consistent with Credibility the things they do – “Alignment” • Communication • Performance within the workgroup 90M_345 (0804) • L2 ©2008 BST. All rights reserved. Confidential Information. PHU – 13 90M_345 (0804) • L2 ©2008 BST. All rights reserved. Confidential Information. PHU – 14 Explicit Culture Safety Explicit Culture Specific Factor OCDI – Other Factors Org. Value for Attention and resources devoted Injury Measures tendencies of workers to Safety to safety by the organization – Reporting report injuries and incidents and the “Responsiveness” general climate around reporting – “Willingness”Willingness Approaching Individuals’ willingness to speak Others About Safety up to co-workers about safety – “Collaboration” Upward Encouragement by managers/leaders Communication About Safety to bring up safety issues – “Openness” 90M_345 (0804) • L2 ©2008 BST. All rights reserved. Confidential Information. PHU – 15 90M_345 (0804) • L2 ©2008 BST. All rights reserved. Confidential Information. PHU – 16 4 3/26/2009 Site 1: Overall Percentile by Scale Site 3: Overall Percentile by Scale Explicit Culture Explicit Culture TICR – .8 TICR – 7.8 98 96 94 90 59 89 89 88 87 86 87 86 83 Overall Overall Lower Quartile (25th Percentile) 38 Lower Quartile (25th Percentile) Median (50th Percentile) Median (50th Percentile) rcentile Score Upper Quartile (75th Percentile) rcentile Score e e 25 Upper Quartile (75th Percentile P P ) 22 16 17 13 10 9 8 6 7 LMX MC Org WGR Team OVS UC PJ LMX MC POS Org TW WGR Team OVS UC AO Safety PJ POS TW AO Safety Factor Factor Factor Factor Factor Factor Organizational Factor Organizational Factor Team Factor Safety-Specific Factor Team Factor Safety-Specific Factor PJ Procedural Justice TW Teamwork OVS Organization’s Value for Safety PJ Procedural Justice TW Teamwork OVS Organization’s Value for Safety WGR Work Group Relations UC Upward Communication LMX Leader-Member Exchange WGR Work Group Relations UC Upward Communication LMX Leader-Member Exchange MC Management Credibility about Safety MC Management Credibility about Safety POS Perceived Organizational Support AO Approaching Others POS Perceived Organizational Support AO Approaching Others about Safety about Safety 90M_345 (0804) • L2 ©2008 BST. All rights reserved. Confidential Information. PHU – 17 90M_345 (0804) • L2 ©2008 BST. All rights reserved. Confidential Information. PHU – 18 Psychological Reasons: Status quo bias Tacit Culture • Status quo bias – the tendency for people to like things to stay relatively the same . • The Not So Obvious and Hidden Patterns “Status quo, you know, that is Latin for ‘the mess we’re in.’” Ronald Reagan quotes (American 40th US President (1981-89), 1911-2004) 90M_345 (0804) • L2 ©2008 BST. All rights reserved. Confidential Information. PHU – 19 90M_345 (0804) • L2 ©2008 BST. All rights reserved. Confidential Information. PHU – 20 5 3/26/2009 Bandwagon effect Von Restorff effect • Bandwagon effect – the tendency to do (or believe) things because many other • Von Restorff effect – the tendency for people do (or believe) the same. an event that “stands out like a sore • The Bandwagon Fallacy is committed thumb” to be more likely to be whenever one argues for an idea based remembered than other items. upon an irrelevant appeal to its popularity. • Why does the story last? Example: • Has all the qualities to intensify and give Advertising is a rich source of Bandwagon longevity – arguments, with many products claiming to • Involvement be “number 1” or “most popular”, even • Interaction though this is irrelevant to the product’s • Rallying point merits. Ian Cooper Nov. 15, 2005 Venture Magazine.com 90M_345 (0804) • L2 ©2008 BST. All rights reserved. Confidential Information. PHU – 21 90M_345 (0804) • L2 ©2008 BST. All rights reserved. Confidential Information. PHU – 22 Unit bias Mere exposure effect • Unit bias – the tendency to want to • Mere exposure effect – basically states that finish a given unit of a task, pause and the more we are exposed to something the recognize accomplishments (often with more we come to like it. This applies equally to both objects and people. consumption of food in particular). • E.g., Zajonc (1968) showed Chinese • Recognizing accomplishments are characters to people from one to 25 times, important – asking them to guess the meaning. The • Intangible and Tangible more they saw a character the more positive a meaning they gave. Zajonc, R. B. (1968) Attitudinal Effects of Mere Exposure. Journal of Personality and Social Psychology 90M_345 (0804) • L2
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