Measuring the Team Culture
The culture of your team is a significant predictor of performance and therefore should be measured regularly, at least every twelve months. In some situations, were an organisation is undergoing rapid change, it may be advisable to measure the culture by mapping the values every six months.
The following diagrams show the results of a Small Group Assessment (SGA) for a high performing team.
The first diagram shows the amalgamated responses of team members to three questions:
- Personal Values: Which of the following values/behaviours most represent who you are, not what you desire to become? Pick ten (from the Personal Template)
- Current Culture Values: Which of the following values/behaviours most represent how your team currently operates? Pick ten (from the Organisational Template)
- Desired Culture Values: Which of the following values/behaviours most represent how you would like your team to operate? Pick ten (from the Organisational Template)
The personal template is a list of approximately eighty words or phrases. The organisational template is a list of approximately one hundred words or phrases. Both templates were specifically customized for the team. (Click diagram to enlarge)
The above diagram shows the top scoring personal, current culture and desired culture values as chosen by the fourteen members of the team.
Each of the values is represented by one of the dots on the three diagrams. The location of the dot corresponds to the level of consciousness of the value.
There are only eight values in the list of top personal values because there were more than six values with four votes. There are only nine values in the desired culture for the same reason. There are eleven values listed for the current culture because values eight to eleven scored the same number of votes.
Here are the factors that indicate that this is a high performing team:
- High number of matching (underlined) personal and current culture values (5). These include: financial stability, humour/fun, commitment, balance (home/work), and making a difference. Since the personal and organisational templates are not exactly the same—the latter includes organisational values—five is close to the highest number of matches you can obtain.
- High number of matching (italics) current and desired culture values (6). The maximum possible is ten since the template of values to choose from is exactly the same.
- No potentially limiting values in the top listed values of the current culture.
- Close to full spectrum distribution of top values in the current culture. Level 7 is the only level that does not have a top value.
- This team displays commitment, customer satisfaction, continuous improvement, and humour/fun—all values that are reflective of employee fulfilment and a high-performing team.
Here are the factors needing attention. These are all top desired culture values that are not present in the top current culture values.
- Shared vision
- Professional growth
The following diagram shows the distribution across the levels of consciousness of all the votes for all of the values chosen by the fourteen members of the team. (Click diagram to enlarge)
Here are the factors in this diagram that indicate this is a high performing team:
- Very low level of cultural entropy (proportion of votes for potentially limiting values)—only 8 percent.
- High level of transformation values (Level 4) and internal cohesion values (Level 5) in the current culture which is matched in the desired culture.
- Good spread of values across all levels (full spectrum) except Level 7.
Here are the factors needing attention:
- Increase in demand for values at Level 6 consciousness
- Increase in demand for values at Level 7 consciousness
The following diagram shows the distribution of the top current and desired culture values according to the Business Needs Scorecard (BNS). (Click diagram to enlarge)
Here are the factors that indicate this is a high performing team:
- Every segment of the current culture scorecard has at least one top value.
- Very strong cluster of values in the culture area of the current culture.
- No significant differences between the current and desired culture.
The six categories of the Business Needs Scorecard are based on the Balanced Scorecard pioneered by Kaplan and Norton with two additional categories—culture and societal contribution.
The six categories of the scorecard are:
- Finance: Values and behaviours that have an impact on the financial standing of an organisation, such as profit, financial stability, and cost reduction.
- Fitness: Values and behaviours that have an impact on the operational performance of an organisation, such as productivity, efficiency, accountability, and bureaucracy.
- Client Relations: Values and behaviours that have an impact on client relationships, such as customer satisfaction, customer collaboration, and client focus.
- Evolution: Values and behaviours that have an impact on the development of new products or services, such as innovation, creativity, and continuous improvement.
- Culture: Values and behaviours that have an impact on the culture of the organisation, open communication, trust, positive attitude, and employee fulfillment.
- Society Contribution: Values and behaviours that have an impact on the relationship of the organisation to the local community or society at large, such as community involvement, human rights, social justice, and environmental degradation.