{"id":813,"date":"2015-01-16T17:48:06","date_gmt":"2015-01-16T17:48:06","guid":{"rendered":"http:\/\/nixhome.com\/?p=813"},"modified":"2018-11-20T18:16:57","modified_gmt":"2018-11-20T18:16:57","slug":"the-action-culture","status":"publish","type":"post","link":"https:\/\/nixhome.com\/index.php\/2015\/01\/16\/the-action-culture\/","title":{"rendered":"The Action Culture"},"content":{"rendered":"\n<div class=\"wp-block-media-text alignwide\"><figure class=\"wp-block-media-text__media\"><img decoding=\"async\" src=\"https:\/\/i2.wp.com\/nixhome.com\/wp-content\/uploads\/2018\/11\/alan-campbell-645626-unsplash.jpg?fit=819%2C546\" alt=\"\"\/><\/figure><div class=\"wp-block-media-text__content\">\n<p class=\"wp-block-paragraph\" style=\"font-size:15px\">This is the third post of a multi-post series, the <strong>Leadership Tetrahedron<\/strong>.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Many organizational culture and performance culture how-to articles exist. Managers often turn to those types of references as a quick-fix, or at least a remedy for increasing performance. In many cases performance increases for a short while; in worst cases the money is wasted and no discernible change is recorded. Why? Performance isn\u2019t an add-on. Performance is a natural progression to an improved state, that begins with establishing a culture of action. Spelling it out is good, and that\u2019s a great start\u2013define the cultural norms that are acceptable\u2013then model those. In the same way music is created from a dozen notes, culture is created with a half-dozen basic ingredients: emotions, attitudes, behaviors, values, relationships, and environment.<\/p>\n<\/div><\/div>\n\n\n\n<div class=\"wp-block-media-text alignwide\"><figure class=\"wp-block-media-text__media\"><img decoding=\"async\" src=\"https:\/\/i2.wp.com\/nixhome.com\/wp-content\/uploads\/2018\/11\/toa-heftiba-568714-unsplash.jpg?fit=683%2C1024\" alt=\"\"\/><\/figure><div class=\"wp-block-media-text__content\">\n<p class=\"wp-block-paragraph\" style=\"font-size:15px\"><strong>Emotions:<\/strong> The best way to define\/model is to start at the base level of culture, emotions. There are four emotions that research across cultures proves to be the most critical. Two are negative, two are positive. In our everyday actions, keep at the forefront this message: we want to produce these two positive emotions<em>, Joy and Satisfaction<\/em>. Even in negative situations, we can begin by telling people what we appreciate about them. We can start each conversation by focusing on something to get people to laugh or feel good about themselves. The two emotions we want to avoid producing are <em>Fear and Anxiety<\/em>. These two emotions lead to negative attitudes that are extremely difficult to change. As a manager and a leader, if I consciously think about how to NOT produce those two emotions in every single interaction, I get much better results.<\/p>\n<\/div><\/div>\n\n\n\n<div class=\"wp-block-media-text alignwide\"><figure class=\"wp-block-media-text__media\"><img decoding=\"async\" src=\"https:\/\/i2.wp.com\/nixhome.com\/wp-content\/uploads\/2018\/11\/mihai-stefan-658820-unsplash.jpg?fit=693%2C1024\" alt=\"\"\/><\/figure><div class=\"wp-block-media-text__content\">\n<p class=\"wp-block-paragraph\" style=\"font-size:15px\"><strong>Attitudes:<\/strong> Prominent psychologist Gordon Allport once described attitudes \u201cthe most distinctive and indispensable concept in contemporary social psychology.\u201d Carl Jung\u2019s definition of attitude is a \u201creadiness of the psyche to act or react in a certain way\u201d. Attitudes are formed based on continual presence of (positive or negative) emotions associated with a particular event, person, etc. Therefore, attitudes can change (and be manipulated) through experience. As a manager and leader, I can increase the likelihood of positive experiences for my direct reports.<\/p>\n<\/div><\/div>\n\n\n\n<div class=\"wp-block-media-text alignwide\"><figure class=\"wp-block-media-text__media\"><img decoding=\"async\" src=\"https:\/\/i2.wp.com\/nixhome.com\/wp-content\/uploads\/2018\/11\/nathan-dumlao-741942-unsplash.jpg?fit=819%2C546\" alt=\"\"\/><\/figure><div class=\"wp-block-media-text__content\">\n<p class=\"wp-block-paragraph\" style=\"font-size:15px\"><strong>Behaviors<\/strong>: Several behavioral theories are useful in practice, <a href=\"https:\/\/web.archive.org\/web\/20160328220645\/http:\/\/en.wikipedia.org\/wiki\/Social_learning_theory\" target=\"_blank\" rel=\"noreferrer noopener\">Social Learning Theory<\/a> (Bandura), <a href=\"https:\/\/web.archive.org\/web\/20160328220645\/http:\/\/en.wikipedia.org\/wiki\/Theory_of_reasoned_action\" target=\"_blank\" rel=\"noreferrer noopener\">Theory of Reasoned Action<\/a> (Fishbein &amp; Ajzen) &amp; <a href=\"https:\/\/web.archive.org\/web\/20160328220645\/http:\/\/en.wikipedia.org\/wiki\/Theory_of_planned_behavior\" target=\"_blank\" rel=\"noreferrer noopener\">Theory of Planned Behavior<\/a>\n (Ajzen), are the three that I\u2019ve found to be consistently valuable. As a\n leader and manager, I have the authority to effect consequences of \nbehaviors and to reward my reports\u2019 feelings of self-efficacy. I also \nhave the opportunity to change the perception of control by allowing my \nreports to establish community norms and standards insofar as feasible. \nInvolving and developing key reports into prominent positions of \nauthority is a great way to accomplish and foster positive behaviors and\n establish a sense of ownership. When my reports \u2018act like owners\u2019 \nbehavior is most often positive.<\/p>\n<\/div><\/div>\n\n\n\n<div class=\"wp-block-media-text alignwide\"><figure class=\"wp-block-media-text__media\"><img decoding=\"async\" src=\"https:\/\/i2.wp.com\/nixhome.com\/wp-content\/uploads\/2018\/11\/tiago-felipe-ferreira-637843-unsplash.jpg?fit=683%2C1024\" alt=\"\"\/><\/figure><div class=\"wp-block-media-text__content\">\n<p class=\"wp-block-paragraph\" style=\"font-size:15px\"><strong>Values<\/strong>:\n Shared values allow an organization to shape its culture and to define \nits character. Core values have become increasingly important, \nparticularly when developing an organizational strategic plan. It is \nimportant that I do not simply clone others\u2019 values and take them as my \nown. Employees need to be involved in values selection and \nclarification. There are many activities through which HRD\/OD \nprofessionals may facilitate company values clarification. The best \nactivities reach back to the emotional level, and create shared joy and \nsense of accomplishment\/satisfaction at the outcomes. Reinforcing those \nvalues often (even daily) through inexpensive public activities\/displays\n will help cement the value-centered culture.<\/p>\n<\/div><\/div>\n\n\n\n<div class=\"wp-block-media-text alignwide\"><figure class=\"wp-block-media-text__media\"><img decoding=\"async\" src=\"https:\/\/i1.wp.com\/nixhome.com\/wp-content\/uploads\/2018\/11\/john-moeses-bauan-745252-unsplash.jpg?fit=683%2C1024\" alt=\"\"\/><\/figure><div class=\"wp-block-media-text__content\">\n<p class=\"wp-block-paragraph\" style=\"font-size:15px\"><strong>Relationships<\/strong>: The absolute best way to foster positive relationships between employees is to involve them in activities that achieve personal and organizational goals. When I ask my reports to draft goals\/project plans that also achieve their individual development needs I get innovation, I get creativity, I get passion. Partnering individuals, or creating groups, based on those developmental needs and how those relate to our organizational goals is indeed the definitive win-win situation. As the leader\/manager, my job is to help break those goals down into achievable, measurable, and rewardable milestones, and then celebrate victories as often as possible. Remember, <em>joy and satisfaction<\/em>.<\/p>\n<\/div><\/div>\n\n\n\n<div class=\"wp-block-media-text alignwide\"><figure class=\"wp-block-media-text__media\"><img decoding=\"async\" src=\"https:\/\/i1.wp.com\/nixhome.com\/wp-content\/uploads\/2018\/11\/stephan-valentin-773341-unsplash.jpg?fit=680%2C1024\" alt=\"\"\/><\/figure><div class=\"wp-block-media-text__content\">\n<p class=\"wp-block-paragraph\" style=\"font-size:15px\"><strong>Environment<\/strong>: <a href=\"https:\/\/web.archive.org\/web\/20160328220645\/http:\/\/www.forbes.com\/sites\/victorlipman\/2013\/12\/11\/new-study-shows-transparency-isnt-just-good-ethics-its-good-business\/\" target=\"_blank\" rel=\"noreferrer noopener\">Research<\/a>\n shows that happiness is strongly related to transparency. Creating and \nfostering an environment of transparency is becoming more vital than \never. Increasing transparency requires little financial investment other\n than my time as a leader\/manager, communicating to my reports. When I \nshare results, data, numbers, with my reports I also increase a sense of\n ownership. Owners are more likely to take positive action and increase \npositive behaviors. Being transparent is well and good, but can my \nreports understand the information I\u2019m sharing? Here is an excellent \nrationale for adding more development to the workforce. When part of my \norganizational environment is the expectation of learning, we all win. \nWhen I truly understand how my job \u2018changes the numbers\u2019 my sense of \nownership increases. That results in action\u2013<em>positive action<\/em>\u2013and <em>increased performance<\/em>.<\/p>\n<\/div><\/div>\n","protected":false},"excerpt":{"rendered":"<p>This is the third post of a multi-post series, the Leadership Tetrahedron. Many organizational culture and performance culture how-to [&hellip;]<\/p>\n","protected":false},"author":2,"featured_media":821,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_feature_clip_id":0,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":true,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2},"jetpack_post_was_ever_published":false},"categories":[2,8,17],"tags":[6,23,22],"class_list":["post-813","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-design","category-leadership","category-research","tag-leadership","tag-organizagional-design","tag-research"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.4 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>The Action Culture - J. Vincent Nix, PhD<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/nixhome.com\/index.php\/2015\/01\/16\/the-action-culture\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"The Action Culture - J. Vincent Nix, PhD\" \/>\n<meta property=\"og:description\" content=\"This is the third post of a multi-post series, the Leadership Tetrahedron. Many organizational culture and performance culture how-to [&hellip;]\" \/>\n<meta property=\"og:url\" content=\"https:\/\/nixhome.com\/index.php\/2015\/01\/16\/the-action-culture\/\" \/>\n<meta property=\"og:site_name\" content=\"J. 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He earned a B.A. in Sociology and Psychology from the University of Mississippi, then the Master's in Leadership and PhD in higher education administration both from the Washington State University. His core for the PhD was student affairs, and the cognate was sociology. He completed his dissertation research while living and working in China for six years. His research interests are online learning support; transnational education; two-year community and technical college leadership--particularly with respect to student retention, and organizational change &amp; turnaround; and role playing games\u2019 (RPGs) effect on leadership skills development. He has worked in administrative roles (VP over both Academic and Student Affairs and interim president\\\/CEO of a community college) most of his career and has extensive management and leadership experience in East Asia, specifically in global advanced manufacturing. 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