3 origins that create organizational culture – Part #1 by Arthur Carmazzi

3 origins that create organizational culture – Part #1 by Arthur Carmazzi

In this video, Arthur Carmazzi will share the first of three origins that create organizational culture.

The first of the 3 origins that create organizational culture is: LEADERSHIP

…and there are 3 elements of leadership that affect how we create organizational culture

  1. Primary Emotional Drivers
  2. Values
  3. “Ambiguity Relief” Brain Processes for clarity

1. A leader’s primary emotional drivers affect their behavior, their priorities and why they make the decisions they do. It also affects how they treat others and the type of environment they create.

To more clearly understand the context of the video in this section below are the 8 emotional drivers (From my latest book Architects of Extraordinary Team Culture by Arthur Carmazzi). Each of person may have most of these drivers but at different stages of our lives, some will become more important than others. It is the Primary Drivers that affect the creation of organizational culture.

The drive for Love and Belonging: Being with people. Caring and being cared about. This shows in a positive way as being kind, empathetic, listening to others and considering what they need and how they feel before taking action. The negative side is whining to get sympathy, being clingy, using guilt to achieve connection.

The drive for Security and Control: Feeling safe, secure. Being in control of your life, your future. Positive aspects of the security drive are forming plans and procedures to assure outcomes, being clear about goals, objectives and action plans to get clarity.  Saving money for the future or unforeseen circumstances. The downside can be controlling, unmoving, fearful to act on goals and micromanaging.

The drive for Diversity and Change: Different experiences, anticipation, and newness. This drive positively manifests as trying new approaches to solve problems, to accept change easily. But on the negative side it diversity can support a lack of focus, poor time management and not finishing things that you start.

The drive for Recognition and Significance: To feel valuable. To be recognised by others and self as important. This drive can come out positively as a motivation to be outstanding, do something big or important, be competitive. On the negative side it can be egotistical, self-absorbed, always needing to be right.

The drive for Achievement: To complete things, to make progress on goals, achievement shows itself in a positive way through focus, the ‘Never Give Up’ Attitude and defining targets in work and life. The dark side makes the drive of achievement the cause of procrastination… big projects, especially if they are difficult, take more time and effort to get the emotion of achievement, so to get our achievement gratification we often put those aside and settle for quick fixes like updating your Facebook or cleaning your desk instead of focusing on the larger important goals.

The drive for Challenge and Growth: To become more than you already are, to improve oneself, to challenge your ability and learn…Growth is by nature positive, and manifests itself by learning, stretching your mental or physical abilities, challenging yourself to be “more” by taking on new projects to develop competency. And even though the general idea is positive, we sometimes fill our need to grow by over-learning with the premise we must know enough (and enough is often unattainable) before we can apply the knowledge. And thus maintain less competency due to no real world reinforcement. Sometimes growth without some clarity may lead to recklessness, taking on things you really have no idea about.

The drive for Excellence: To do more than is expected or needed in order to make something better; a higher standard. Another positive by nature driver that is exhibited by adding elements to improve something. It could be the design of a house, or the extra decoration on the inside of your car, or the extra colour and design of a report. The downside would be taking it to the extreme of being a perfectionist; another unattainable standard.

Contribution and Responsibility: A sense of responsibility for humanity. Giving selflessly for the betterment of others. This often is positively shown by sharing your knowledge to support people or helping them with their problems, or sometimes just listening and giving time. The negative is by helping people to the point of complacency so they become dependent and do not learn for themselves.

 

2. A Leaders Values are made up of multiple Emotional Drivers and affect the focus that influences organizational culture creation

Values tend to affect environment, as human beings, we tend to try and create environments that support and perpetuate our values… thus create organizational culture that mirror them.

3. A Leaders Brain Processes for Getting Clarity supports HOW they would create organizational culture without realizing it

This is the Leaders “Ambiguity Relief” Brain process which can be seen at www.coloredbrain.com. Since our ambiguity relief process determines how structured we think, how much detail we need, how we approach and solve problems and the action sequences related to clarity and achievement… these factors ultimately affect policy (or the lack of it), structure and bureaucracy (or the lack of it), style of company and internal communication, and the potentially handed down “Success Strategies” in the creation of an organizational culture.

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