Improving Organizational Culture for Enduring Success
Earlier, we reviewed the two defensive behavioral styles (passive-defensive and aggressive-defensive) as described in the Human Synergistic Organizational Culture Inventory. We’ll now look at the third and final style: Constructive.
When highly effective, emotionally intelligent people come together in organizations, it is more likely that their dominant style will find them in the Constructive style. This style is evidenced by four primary behavioral traits: Achievement, Self-actualizing, Humanistic-encouraging, and Affiliative.
Members demonstrate Achievement traits by working toward self-set goals, accepting and when appropriate, sharing responsibility, and taking on challenging tasks and initiatives. They demonstrate the believe that individual effort is important and that they are responsible for setting and achieving their own goals. They strive to continuously improve their levels of competency and contribution and are driven to maximize their potential.
Self-actualizing traits are demonstrated by members who value creativity, critical inquiry, and independent thought. They are not fearful of change, but are receptive to learning, growing, and adapting to new circumstances and better ways of getting things done. They tend to be people who value integrity in themselves and in others and they have a high degree of respect for themselves and for others.
The humanistic-encouraging trait will commonly see members who identify and resolve conflicts in a constructive way, encourage growth and development in others, actively involve others in decision-making and demonstrate genuine for the well-being and advancement of those around them.
Affiliative traits are evidenced by members who are friendly, genuine, cooperative and at ease with themselves and with others. They demonstrate genuine concern for others, and they can be counted on to build, maintain and grow relationships built on trust, empathy, mutual respect.
Organizations with Constructive styles show cultural norms where members are expected to interact with others and approach their work in ways that will address their higher-order satisfaction needs. These organizations encourage members to work toward their highest potential and work in partnership with members to capitalize on their unique abilities and strengths. Continuous learning is stressed, and a good deal of time, energy and resources are directed toward employee development beyond “job-specific” training.
These organizations tend to enjoy sustained success and demonstrate the ability to navigate through times of rapid change. Because they are more flexible and adaptive, organizational competencies such as innovation, creativity and shared successes between employees and the organization are evident.
To find out how you can effectively measure and improve your organizational culture, contact me at firstname.lastname@example.org.
Joseph P. Truncale, Ph.D., CAE, is the Founder and Principal of Alexander Joseph Associates, a privately held consultancy specializing in executive business advisory services with clients throughout the graphic communications industry.
Joe spent 30 years with NAPL, including 11 years as President and CEO. He is an adjunct professor at NYU teaching graduate courses in Executive Leadership; Financial Management and Analysis; Finance for Marketing Decisions; and Leadership: The C Suite Perspective. He may be reached at Joe@ajstrategy.com. Phone or text: (201) 394-8160.