IPA – Culture (cultural analysis)
focus on the culture of the job and the department
Specialist culture
Performance culture
Dialogue culture
Culture of Change
Cultural analysis
for understanding corporate culture
IPA – Culture (Corporate Culture). A corporate culture is first and foremost a product of employees’ personal values combined with the company’s history, position in the market, entrenched customs and shared meaning-making narratives and assumptions. Culture is created in this encounter between something that comes from within the individual (values) and something that comes from outside, i.e. the environment and history in a broad sense.
The fundamental function of corporate culture is to support the optimal problem-solving and learning process for adaptive growth, and thus culture can leverage the overall value creation of the company. But a company’s culture can also be a near-destructive barrier to unleashing shared resources.
Researcher Flemming Olsen talks about IPA Culture
THE 4 IPA CULTURE SCALES
Cultural trait # 1
SPECIALIST CULTURE
The Specialist culture is characterized by a high degree of predictability, a calm and stable daily rhythm, and a desire to minimize risk. The tasks are defined by their strong sense of measurability, and often there is only one correct result.
The efforts are managed in a clear and structured way, and the individual employee must adjust their approach to fit the systems, rules and routines that characterize the way tasks are solved. The culture and communication are case oriented, and the approach has a strong focus on the professional content. The organization is defined by a clear division of tasks and specific qualifications, and aspects such as professional skills, diligence, and precision in the way tasks are solved are rewarded.
The Specialist culture expects people to behave correctly, follow the rules, and keep their work in order. People approach tasks with diligence and are good at what they do. Emotions are kept away; there is no time for complaints; and everyone accepts their place, sticks to their own tasks, and tries to avoid causing problems for others.
LOW SPECIALIST CULTURE
The working environment and culture in the company is characterised by few fixed guidelines, an absence of routines, and almost no opportunities to check whether you are on the right track. The vast majority of tasks are of such a nature that it is not possible to plan in advance from start to finish.
In general, there is no stable and fixed daily rhythm, but rather a rather risky and uncertain daily routine. External control, both through the way tasks are organised and managed and through fixed rules and routines, is almost absent.
There is not much help to be had from that side. This means that there is very rarely a clear path to the final result. It is mostly up to the individual employee to find the way himself.
The atmosphere in the company is free, there are few rules and you are measured more by your results than by whether you actually do things correctly.
For the same reason, communication and interactions are more task-oriented than issue-oriented.
HIGH SPECIALIST CULTURE
The specialist culture is characterised by a universe of high predictability, a calm and stable daily rhythm and the pursuit of minimising risk. The tasks are characterised by measurability and there is usually only one correct solution.
Efforts are managed in a clear and structured way, and individuals must adapt to the systems and common rules and routines inherent in the way tasks are handled.
The culture and the way of communicating are case-oriented and the approach to the tasks is sober and characterised by a focus on the professional content. The organisation is characterised by a clear division of tasks and competences, and rewards professional excellence, thoroughness and precision in the execution of tasks.
In the Specialist culture, it is important to behave properly, follow the rules and keep things in order. You make an effort and are good at your job. You keep your emotions in check and do not complain, and you accept your place, look after your things and avoid causing problems for others as far as possible.
Cultural trait # 2
OPERATIONAL PERFORMANCE CULTURE
The Operational Performance culture is a goal-oriented culture that has a focus on individual performance and success. The output is important, and people are rewarded for strong performance and delivery. For that same reason, the organization is characterized by large degree of freedom and responsibility, clear goals, and a competitive environment. The individual employee is challenged by high demands and a focus on results, and determination and risk-taking is rewarded. This is a culture that focuses on practicalities and what is realistic. The problem solving is based on experience, facts, and evidence. It is a clear and principled culture, dominated by an unmistakable and exact way of communicating.
In the Operational Performance culture, the individual strives for personal growth and success, and everyone tries to achieve as much as possible for oneself. This means that one has to be fast on the trigger and exploit the opportunities that arise. A big part of the identity in this culture is the ability to perform, be noticed, and make a difference through the results that are achieved. In the Operational Performance culture, there are high demands, both individually and towards one’s surroundings, and there is a desire to fulfill the set goals.
LOW OPERATIONAL PERFORMANCE CULTURE
The culture is clearly more focused on the community and what you do together than on individual performance.
There are clear limits to the price each individual has to pay to achieve a particular goal, and people are rewarded primarily for what they contribute to the collective task rather than what they achieve as individuals. For the same reason, people are opposed to singling out certain individuals at the expense of others, and they do not measure themselves against each other in general.
There are clear and explicit limits to what can be expected of individuals, and it is possible to say no to tasks where you feel unsafe. People adapt to each other to a large extent and find a set of common ground rules that are the basis for cooperation and task performance in the company.
The culture and tone of interaction is to some extent characterised by mutual support, shared responsibility and acceptance of the position and tasks assigned. People adapt to their colleagues rather than going their own way, and it is important to try to meet the expectations of the environment.
HIGH OPERATIONAL PERFORMANCE CULTURE
The Operational Performance Culture is a goal-oriented culture where the focus is on individual performance and individual success. You are output oriented and you are rewarded for delivering and performing.
For the same reason, the organisation is characterised by a high degree of freedom and responsibility for the individual, clear objectives and a competitive environment. Individuals are challenged by setting high standards for results, and determination and the courage to take calculated risks are rewarded.
It is a culture oriented towards the practical and the realistic, and it bases its problem-solving on experience, on facts and on evidence. There is a clear and principled culture, dominated by a clear and unambiguous way of communicating.
In the Operational Results Culture, individuals strive for personal progress and success, and they strive to achieve all that they can. Therefore, you have to be quick on the trigger and take advantage of the opportunities that present themselves. A large part of self-perception lies in what one can achieve, and one wants to make oneself visible on one’s achievements and make a difference. In the Operational Results Culture, people set high standards for themselves and each other and strive to be the one who always accomplishes what they set out to do.
Cultural trait # 3
DIALOGUE CULTURE
Dialogue culture is based on trust. It is a process oriented culture that can handle more complex tasks that have a lack of measurability and facts. The environment is defined by a high degree of openness and tolerance which is essential in order to create an efficient and flourishing team effort. There is a lot of respect for each other’s skills, and an open-mindedness that is necessary in order to accommodate the differences between the employees. It is a work environment that focuses on social skills; supportive behavior; and where relations are seen as essential in relation to the motivation and effort of each employee. People work in groups and teams, where they complement and support each other in critical situations.
In the Dialogue culture, there is a belief that being supportive and complementing each other can help create team-based results that are far greater than the sum of each individual. Everyone sees themselves as part of a whole, and the team identity is based on interactions, knowledge sharing, and constant communication. The Dialogue culture wishes to invest in people and their competences, and it focuses on both a professional and a personal development.
LOW DIALOGUE CULTURE
The culture is largely driven by the existence of clear rules and principles to follow.
There is a rather sober approach to the world and tasks, and very little talk of emotions and more personal matters, but much more of a case-oriented approach to each other. In general, you do not spend much time on social activities and loose talk, and you may be sceptical about the motives and attitudes of those around you.
On the whole, there is a great deal of respect for the sober and the realistic, and an appreciation of deeply rooted professionalism and skill. It is accepted that in some situations you need time to think long and deeply about things, and you do not rush into tasks until you are well prepared.
It is very much a sober and case-oriented culture, where you mind your own business and go far on professional competence. It is important for the individual that colleagues believe that what you do is OK and you should abide by the rules and principles that are common knowledge in the company.
HIGH DIALOGUE CULTURE
The culture of dialogue is a trust-based and process-oriented culture that can handle more complex tasks characterised by a lack of factual measurability and nominal facts. The environment is characterised by a high degree of openness and tolerance, which is one of several prerequisites for effective goal-oriented cooperation.
There is a high level of respect for each other’s skills and a social inclusiveness necessary to embrace each other’s differences. It is a working environment where social skills are valued, where people support each other, and where relationality is seen as a key quality of life and motivation for individuals.
People work in groups and teams, complementing each other’s skills but also helping each other in critical situations.
In the culture of dialogue, there is a belief that this reinforcing and complementing of each other’s skills produces a result that is greater than the sum of the individuals. Each individual sees him/herself as part of a larger whole through involvement, knowledge sharing and ongoing communication.
It invests in people and their skills, developing them both personally and professionally.
Cultural trait # 4
CULTURE OF CHANGE
The culture of change is characterised by a fluid and uncertain context for the performance of tasks, and the organisation. Individuals must find their bearings in an unpredictable world with no framework and no fixed, measurable reference points.
The organisation is characterised by a freedom of method and thought, few rules and constraints. The individual is rewarded for inventiveness, creativity and the ability to handle complex tasks. People must be able to find their own way. You are highly development-oriented and constantly on the move towards a new standpoint, new technologies and new ways of perceiving the world. You work towards the achievement of long-term goals, and results, often at a strategic level. It is a culture of freedom to create the framework and content of tasks. Individuals must be able to navigate and find their way in a changing and uncertain world.
In the culture of change, individuals must be able to navigate largely on the basis of their own inner world of imagination. They perceive the world from their own personal perspective. People are rewarded for thinking outside the box, for ingenuity and creativity.
In the culture of change, the individual is oriented towards wanting to realise his or her full potential and being given the opportunity to use all his or her talents.
LOW CULTURE OF CHANGE
The culture is very much one of exact facts and figures, and there is very little margin for error in some tasks. In the vast majority of tasks, solutions must be based on the tangible, the measurable and the certain.
It is a very heavy culture, where you have to start from what you know works in practice. There is no room for experimentation and flight of ideas and thoughts.
There is a preference for avoiding or sidestepping conflict and, in general, anything that might distract or divert attention from the task at hand. In general, everyday life and the working environment are characterised by objective discussions without major disagreements, and people tend to deflect in order to avoid conflict.
The culture is very much one of focusing on doing things right and without mistakes.
It is clear that much is done to avoid unnecessary conflict and it is extremely rare that people feel the need to get tough with each other.
In general, there is a preference for a calm and stable daily rhythm with a high degree of repetition and recognisability.
LOW CULTURE OF CHANGE
The culture of change is characterised by a moving and uncertain context for the performance of tasks, and the organisation and the individual must orientate themselves in an unpredictable world with no framework and no fixed and measurable points of reference.
The organisation is characterised by a freedom of method and thought, few rules and constraints, and individuals are rewarded for inventiveness, creativity and the ability to handle complex tasks. People need to be able to find their own way, and are highly development-oriented, constantly moving towards new positions, new technologies and new ways of perceiving the world.
You work towards the achievement of long-term goals and results, often at a strategic level. It is a culture of freedom to create the framework and content of tasks, and individuals must be able to navigate and find their way in a changing and uncertain world.
In the culture of change, individuals must be able to navigate largely on the basis of their own inner imaginations, perceiving the world from their own personal perspective. People are rewarded for thinking outside the box, for resourcefulness and creativity. In the culture of change, individuals are oriented towards realising their full potential and being able to use their full talent.