Leading authorities share their approaches to understanding, managing and changing organizational cultures. Includes methods for identifying cultural norms, reinforcing the positive aspects of existing culture, and building new cultures that support organizational goals and strategies.

In this reissue of the edition first published by Jossey-Bass, Kilmann, a consultant who formerly taught at the University of Pittsburgh, debunks the myth that simple solutions can solve complex organizational problems. He proposes the integration of five tracks in his barriers to success theory: cu

After organizational members complete the Belief Survey, they can graph their results (as work groups or the entire organization) on Organizational Belief Profiles. These profiles reveal the distribution of beliefs according to External Control, Internal Control, and Mixed Control. Then, by discussing these key results as a group, the members will be able to rethink whether their perceptions of various constraints or restrictions in their workplace are actually real or largely imagined (from outdated experiences). Without developing a collective belief in Internal Control, no real...

Based on the Kilmann-Saxton Culture-Gap(r) Survey, these work sheets help participants develop unique lists of their most dysfunctional actual norms (the unwritten rules of the game) and then establish more desired norms (the new rules that will enhance both performance and satisfaction). Once these culture-gaps have been identified, additional work sheets help participants to use the five steps of problem management (sensing problems, defining problems, deriving solutions, implementing solutions, and evaluating outcomes) to close their largest culture-gaps. Participants are also asked to...

The members in any work group have a great deal of knowledge and experience. But the bottom-line question is: Will all this available talent in the group be used to manage business, technical, and organizational problems or will the expertise and information be wasted? This survey allows your work group to identify what might be getting in the way of its daily functioning in four key areas: cultural norms, people management, problem management, and time management. By taking and self-scoring this survey (about 30 minutes), members will be in the best position to improve their work group,...

Based on Kilmanns Team-Gap Survey, these work sheets help members identify the largest gaps in their work group, regarding their actual versus desired behavior in four key areas: cultural norms, people management, problem management, and time management. Once the largest team-gaps have been identified, group members use the five steps of problem management (sensing problems, defining problems, deriving solutions, implementing solutions, and evaluating outcomes) to close these troublesome gaps. Members are also asked to design and use an informal sanctioning system in order to help one another...

Knowing the specific areas in which time is being diverted from fully contributing to the organization's goals (either as individuals or in work units), members can focus their attention on how time can be reallocated-from spending the wrong time on the wrong tasks or the wrong time on the right tasks to the right time on the right tasks. After taking and self-scoring the survey (about 20 minutes), members can decide how to shift the time they spend in addressing these key areas of their organization: (1) culture, (2) skills, (3) teams, (4) strategy-structures, and (5) reward systems. By...

Organizational influence is a two-way exchange: Organizations cannot accomplish their goals if they cannot influence their members to do the right things. And the members, of course, cannot do the right things-and satisfy their needs-if they can't influence what goes on in their organizations. This survey enables members to assess four key aspects of their organization that they may need to influence less or more than they do now: (1) formal systems inside each work unit, (2) formal systems outside each work unit, (3) informal systems inside each work unit, and (4) informal systems outside...

Today's executives and managers face an unprecedented challenge. They must find innovative ways to meet the demands of the complex and interrelated problems posed by new technology, globalization, rapid change, and intensifying competition. Empowerment, work engagement, training and development, organizational learning, and other change initiatives have attempted to offer practical solutions to this challenge. But what has been lacking is a completely integrated approach for leading, managing, and organizing for the new millennium. QUANTUM ORGANIZATIONS presents a new paradigm that can help...