Culture eats everything for breakfast! by Vladimir Kelava

Bez obzira koliko su dobre vaše strategije za vođenje organizacije/tima, one vam neće pomoći ako je organizacijska/timska kultura loša. Procesi i prakse su važni, ali jednako važni su i vrednosti i principi. Bez njih, temelj je slab i disfunkcionalan.

Organizacije koje ovo razumiju gaje kulturu koja se temelji na jasno definiranim vrednostima koje su vodići principi kako bi se ljudi trebali ponašati i komunicirati, kako bi se trebale donositi odluke i kako bi se trebale provoditi svakodnevne aktivnosti. U takvim organizacijama vrednosti nisu samo “random” reči na plakatima koji vise u kompanijskim hodnicima…i nisu opisane u opštim i hladnim tektovima na kompanijskim portalima.

Organizacije koje ozbiljno pristupaju ovoj temi ne opisuju svoju kulturu putem linkedin, fejsbuk i instagram objava na kojima ljudi igraju stolni tensi, stolni fudbal i ispijaju pivo…uz komentar - “Pogledajte našu sjajnu kulturu”. Nemam ništa protiv zabave 😉 ali….

Pridružite nam se na radionici ako želite da diskutujete:
Šta je uopšte organizaciona/timska kultura?
Uticaj kulture na organizaciju/timove
Kako gajiti organizacionu/timsku kulturu?
Kako jasno definirane vrednosti mogu koristiti vašoj organizaciji/timu?
Espoused vs Enacted vrednosti
Šta je to Management 3.0 big Value List?

1. Vladimir Kelava
Culture eats

strategy everything
for breakfast.

2. [email protected]
Vladimir Kelava

3. ? ? ?
What is organisational culture?
What culture needs to tell us?

4. Organisational culture is made up of shared values, beliefs and assumptions 

about how people should behave and interact, how decisions should be made 

and how work activities should be carried out.
Culture is primarily built by how you WORK together, NOT how you socialize together.

5. “My wife and I should
never hang wallpaper
together.“

- Carlos Valdes-Dapena

7. For many organizations, 

a common practice is that
they are managed like
machines. In this style of
management, leaders
assume that improvement of
the whole requires
monitoring, repairing, and
replacing the parts.

8. Reductionism defined
re·duc·tion·ism noun \ri-ˈdək-shə-ˌni-zəm\
a procedure or theory that reduces
complex data and phenomena to simple
terms
http://www.merriam-webster.com/dictionary/reductionism
causal 

determinism

9. Command-oriented, low-freedom
management is common because
it’s profitable, it requires less effort,
and most managers are terrified of
the alternative.


- Laszlo Bock, Work Rules!

10. An organization is a complex adaptive system
(CAS), because it consists of parts (people) that
form a system (organization), which shows complex
behavior while it keeps adapting to a 

changing environment.

11. Complex system theory

enables a descriptive approach

to the study of social systems

12. How we perceive the relationship between cause and effect…
Chaotic
•indeterminate
•unpredictable
•scope undefine
Complex
•exists
•unpredictable
•unknowns
a little bit about systems theory….
Ordered
•exists
•repeatable
•predictable

13. Faced with complexity, the
traditional instinct of the practical
manager has been to try to reduce
the complexity through rules of
thumb, standard operating
procedures, and so on.
– Hugo Letiche, Coherence in the Midst of Complexity

14. Declarative Constraints - Limits
The worst thing we can do is apply the wrong approach in
relation to the nature of the system…

15. Liberating Constraints
Management and Governance is much simpler when you understand the nature of system...
The minimum boundaries we can set to safeguard business success, in favour of team autonomy, personal creativity and trust.
B = f( P, E )

16. Culture is one of the best 

Liberating Constraints

17. How do we grow a
great organizational
culture?




How do we create a
work environment
people will be proud
of?

18. There is no scientific evidence that planned
culture change produces changed culture. The
change can only happen in many, many local
interactions, not through some central plan or
program.
- Ralph Stacey, Complexity and Organizational Reality
Well, not by planning the culture

19. You don’t create a culture. It happens. This
is why new companies don’t have a
culture. Culture is the by-product of
consistent behavior.
- Jason Fried, ReWork

20. The trick is to invite and/or discourage
certain behaviors.
You cannot change an organization's culture. What you
can change is the guideposts, transparency, and
boundaries.
B = f( P, E )

21. Clarity of values can make a significant
contribution toward good behaviors and a
better culture.
Values tell us what to do when no one is watching!

22. “Step 1”: Create guideposts



Having a values list of intended values

Envision a desired culture and keep iterating

23. The Big Value List… pick your favourites!

24. But… are the espoused values
also the enacted values?

25. The company Enron had the values
integrity, communication, respect,
and excellence displayed in its
corporate lobby.
Did that work for them?

26. Storytelling
Using stories about how
people actually behave,
compared to the values.
People need to actually see the values being enacted.
“Step 2”

27. Comparing documented
values with stories of actual
behaviors helps you
reinforce and redefine the
culture, iteratively.
Values

28. Handbooks /
Culture Books
In some companies,
employees document
espoused values and
culture with a book
or video.
Values
Values

30. Many organizations hold a yearly
company-wide values day where
everybody is invited […] to revisit the
organization’s purpose, values, and ground
rules and inquire howthey […] live up to
them.
- Frédéric Laloux, Reinventing Organizations
Values Day

31. The primary function of
leadership is to nurture
culture through values.

32. “Step 3”
Steer people’s behaviours, call the bad
behaviours, nurture the good ones.

33. The culture of any
organization is shaped by
the worst behavior the
leader is willing to tolerate.
- Gruenter and Whitaker, School Culture Rewired

34. Maybe better…
The culture of any
organization is shaped by
the best behavior the
leader is willing to amplify.

35. At the end of the day, you just ask
yourself, “How did our vision and
values influence decisions I made
today?” If they did not, then they
are pretty much BS.
- Peter Senge, The Fifth Discipline

36. Let's stay in touch:
[email protected]
Vladimir Kelava
we can always talk about management and leadership 

in the 21st century over a glass of good beer!

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