Professor Edgar Schein, MIT School of Management, describes three levels of organisational culture:
1. The first one refers to the organisational attributes that can be felt, seen and heard also by an uninitiated observer: buildings, awards received, clothing or the manner in which they interact with external customers.
2. The second level implies a more in-depth observation, by a trained eye, of the slogan, the mission or the beliefs expressed through dialogue by the leaders in the public environment, on various occasions.
3. Inside the third and most profound level we can find the tacit beliefs. Those are the elements of the culture that appear during the regular interactions between members of the organisation and cannot be cognitively identified. Most of the times, those subjects are taboo and are not discussed inside the organisation - they are unwritten rules that exist without being in the conscious field of the members. ...read more
Teams that deliver high performance have more than 18 shared values, therefore have a high cooperation competence and rapidly resolve problems, making decisions in an undisputed manner. Teams that are in a risky area are those in which a third of their members have less than 15 shared values, and this means the solution they find when resolving problems does not motivate most of the members. The reaction? Subgroups with common values will emerge, fighting for supremacy, by influencing the other members or decision factors. ...read more
But, above all, what are values? Values can be understood, in a global sense, as motivations that stand behind strategic choices, requested in order to achieve our professional or personal objectives.
The outlook provided by the last years of practice helped me standardize and develop common ground for understanding to anyone who tries to become a supporter of wellbeing initiatives either as a sponsor, sympathizer, confident follower, project manager or participant.
Are you ready? Then, let's start!
The objective of this endeavor is not to unveil the components of a successful wellbeing program, this is something we’ll talk about on another occasion, but rather look at its internal positioning and the connections of a wellbeing initiative in an organization.
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"Getting together with my values was more than revealing... A surprise, but in the same time, an acknowledgement of the things I knew about myself, but did not use consciously. It was that "date with myself" that I needed. Thank you!"
"I lead a team of 25 people and our job is a technical one, by definition, that gravitates around numbers and complex calculations. I discovered extraordinary things about how the words I use influence other people and that motivation comes from within, not from someone else."
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