Cultural Accessment Process
(CAP)
The failure rate of most planned organizational change initiatives is dramatic. It is well documented that as many as three quarters of reengineering, total quality management (TQM), strategic planning, and downsizing have failed entirely or have created problems serious enough that the survival of the organization was threatened. What is significant about these failures is the reported reasons for non-success. Several studies have indicated that the reason for failure was the neglect and understanding of the organization’s culture. Failure to understand and effectively change the culture doomed all other types of change initiatives.
The purpose of the CAP is to assess six key dimensions of organizational culture (Dominant Characteristics, Organizational Leadership, Management of Employees, Organizational Glue, Strategic Emphasis, Criteria for Success). The instrument itself provides a picture of how an individual views the operation of the organization and the values that characterize it. There are no right or wrong answers, simply the perceptions of reality. Since the process is aimed at being helpful in determining ways to change culture, answers should be focused on the cultural unit which is the target for change.
The instrument consists of six questions; each with four alternatives. The individual will first rate the unit as it is currently. The second step is to rate the unit as it should be in five years in order to be highly successful. The third step involves the Moser Group developing a composite picture of the unit. The fourth, and most valuable step is facilitated discussions designed to encourage open dialogue to fill the “gaps” that exist between perceptions and reality; the ultimate goal being the determination of the true cultural situation. Determining current reality and a full understanding of what is believed to be needed for future success sets the stage for the value-added fifth step. Based upon the findings and application of Dr. Quinn’s twenty plus years of research, Achev will be able to suggest specific leadership actions enabling the organization to develop an appropriate action plan for successful change.
