Drawing From The Materials In This Module You Will Administe
Drawing From The Materials In This Module You Will Administer The Tri
Drawing from the materials in this module, you will administer the Tribal Leadership survey to a member of an organization to which you have access. After you have determined the organization’s present stage, you will interview the organizational member to glean more detail concerning the culture of his or her organization. This can be any type of organization (such as a business, church, sports team, or volunteer organization). The person should be willing to participate in an interview about his or her organization’s culture. You may conduct the interview in person, via phone, or via email. Prior to the interview, ask the interviewee to respond to the Tribal Leadership Survey questions (you will need to provide your name and email address to receive the survey results). Access the survey at (Note the results of the Tribal Leadership survey, specifically the tribal stage of the interviewee’s organization).
Interview your subject to discover information regarding the organization’s culture by asking the following questions:
- Tell me about the relationship of your organization’s people to the mission, vision, and values of the organization.
- Are the people in your organization used to taking risks (innovation) or is organizational stability more important (the status quo)?
- Are the people in your organization more focused on the details of their work (the means) or toward the outcomes (the end results)?
- Would you say that your organization’s leadership is more process-oriented or people-oriented?
- Does your organization focus more on recognizing the accomplishments of individual members or the accomplishments of teams?
- Do people tend to be easygoing and cooperative, or are they aggressive and highly competitive?
- Describe the general demeanor of the organization’s people. In other words, are people mostly disengaged and apathetic, or are they engaged and energetic?
- Is your organization more formal or less formal in its day-to-day operations and approaches?
- Are there any organizational standards or ideals that are particularly important to the people in the organization? If so, what are they?
- What words best describe the overall “mood” of the organization?
- What rituals are important in the organization?
- What symbols are most important to the people in the organization?
- Are there any stories that people tell newcomers that help to indoctrinate them into the organization? If so, what are they?
- What artifacts are most important to the people in the organization (e.g., mottos, slogans, meetings, awards, new hire trainings, etc.)?
- What are people most proud of?
- What do people complain most about?
- What shared assumptions come to mind that are important to the people of the organization?
Paper For Above instruction
Introduction
Understanding organizational culture is crucial for evaluating a company's internal environment and fostering effective leadership. This paper integrates the administration of the Tribal Leadership survey and subsequent qualitative interviews to explore the cultural dynamics within a specific organization, providing insights into its stage, core values, rituals, symbols, and shared assumptions. As a methodological approach, combining quantitative survey data with qualitative interview responses offers a comprehensive picture of organizational identity and maturity.
Methodology
The primary method involved administering the Tribal Leadership survey to a participant within an accessible organization, with their consent to discuss organizational culture. The survey results provided an initial stage classification (from Stage 1 to Stage 5 as per the Tribal Leadership model). Subsequently, a structured interview was conducted to gather detailed information on the organization’s practices, values, and collective mindsets. The interview questions addressed various aspects of organizational culture, including alignment with mission and vision, risk-taking behavior, focus on details versus outcomes, leadership orientation, team versus individual recognition, demeanor, formality, rituals, symbols, stories, artifacts, pride points, complaints, and underlying assumptions.
Results and Analysis
The organization surveyed was classified under Stage 3, characterized by a focus on personal success and recognition. The survey indicated that members are moderately aligned with the organization’s core values but tend to prioritize individual achievements over collective goals. From the interview responses, several key cultural traits emerged:
- Relationship to Mission, Vision, and Values: Employees viewed the organization’s mission as a guiding framework, but engagement levels varied, with some expressing ambiguity about how their roles contribute to strategic objectives.
- Risk Attitudes: There was a tendency toward stability, with limited innovation; most members preferred maintaining existing processes rather than experimenting with new approaches.
- Focus on Work: The majority emphasized the means—procedure and task completion—over broader outcomes.
- Leadership Style: Leaders appeared process-oriented, emphasizing adherence to procedures, while less focus was placed on developing individual relationships.
- Recognition: Recognition was largely individualistic; achievements of teams were acknowledged but not emphasized.
- Personality and Demeanor: Participants described their colleagues as cooperative but occasionally disengaged, indicating a spectrum from apathy to moderate engagement.
- Formality: The environment was moderately formal, with adherence to standards and protocols.
- Standards and Ideals: Integrity and reliability were core ideals reinforced through formal policies.
- Mood and Rituals: The mood was generally positive but tended toward complacency; routine rituals included weekly meetings and recognition awards.
- Symbols and Stories: The organization used its logo prominently, and stories revolved around individual contributions making a difference.
- Artifacts: Mottos and employee awards were highly regarded artifacts.
- Pride and Complaints: Staff expressed pride in steady performance but voiced frustrations over lack of innovation and limited career development.
- Shared Assumptions: A core assumption was that stability and predictability ensure long-term success.
Discussion
The cultural profile suggests an organization that values stability and individual achievement, with room for growth towards greater innovation and collective purpose. Interventions to foster a higher stage, such as increasing focus on team accomplishments and developing shared vision, could foster deeper engagement and strategic alignment.
Conclusion
This mixed-method approach—combining the Tribal Leadership survey and qualitative interviews—proved effective in uncovering the nuanced cultural landscape of the organization. Recognizing these elements can guide leadership strategies to cultivate a more dynamic, aligned, and innovative organizational culture.
References
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