Any differences between actual and desired norms are referred to as Culture-Gaps, which if left hidden and silent would continue to block all efforts at organizational improvement.
Newport Coast, CA (PRWEB) April 10, 2012
Kilmann Diagnostics (KD) offers a series of recorded online courses that rely on state-of-the-art assessment tools. These self-report instruments enable participants to become more aware of their own as well as other people's behavior—as demonstrated by the Thomas-Kilmann Conflict Mode Instrument (TKI) and Kilmanns Organizational Belief Survey—which then propels greater personal and organizational success.
KD now has an additional assessment tool in its product line: The Kilmann-Saxton Culture-Gap® Survey (co-authored with Dr. Mary J. Saxton). This survey provides a systematic tool for pinpointing cultural norms. Part 1 of the survey assesses the actual norms that are operating in a work group. Part 2 assesses the desired norms that would improve the group's performance, job satisfaction, and morale. Any differences between actual and desired norms are referred to as Culture-Gaps, which if left hidden and silent would continue to block all efforts at organizational improvement.
Once respondents complete Parts 1 and 2 of the Culture-Gap® Survey, they can graph their own Culture-Gap® Profile. If they have access to the other members in their work group, department, or the entire organization, they can also graph additional Culture-Gap® Profiles. These various profiles will enable them to pinpoint the particular Culture-Gaps that are barriers to organizational success. Specifically, four culture-gaps are identified:
1. Task Support includes cultural norms that are technical in nature with a short time frame. For example: "Share information with other groups only when it benefits your own work group" versus "Share information to help other groups."
2. Task Innovation includes cultural norms that are technical in nature with a long time frame. For example: "Discourage creativity" versus "Encourage creativity."
3. Social Relationships includes cultural norms that have a people orientation with a short time frame. For example: "Don't bother getting to know the people in your work group" versus "Get to know the people in your work group."
4. Personal Freedom includes cultural norms that have a people orientation with a long time frame. For example: "Live for your job or career" versus "Live for yourself and your family."
Since the two underlying dimensions of cultural norms—technical versus people and short term versus long term—cover such a broad spectrum of experience in an organization, the resulting four types of Culture-Gaps are expected to capture the great variety of cultural norms that affect both job satisfaction and performance.
The Kilmann-Saxton Culture-Gap Survey is available in a 28-page paper booklet for $12.95 from either Amazon or Barnes & Noble (and is also available in the U.K. and other countries). The survey booklet includes the instructions, items, scoring sheet, numerous profiles, interpretive materials, and several examples to help respondents understand the implications of different survey results.
The survey takes only fifteen minutes on average to complete and another ten minutes or so to graph the Culture-Gap® Profile of a work group of five to fifteen members. Following completion of the graph, the members of the work group can begin discussing how to close the largest Culture-Gaps that were identified, which have previously thwarted their best efforts and intentions.
If consultants and their clients wish to learn how the Kilmann-Saxton Culture-Gap® Survey can be used as part of a systemwide program to revitalize an organization’s corporate culture, Kilmann Diagnostics offers a six-hour online course: Culture Management.
NOTE: "Culture-Gap" is a registered trademark of Organizational Design Consultants (ODC), the parent company of Kilmann Diagnostics.
Since 2009, the mission of Kilmann Diagnostics is to resolve conflict throughout the world by providing online courses with the Thomas-Kilmann Conflict Mode Instrument (TKI) and other assessment tools. KD is the exclusive provider of online training for the TKI—worldwide. Visit: Kilmann Diagnostics.
ABOUT RALPH KILMANN
Ralph H. Kilmann, Ph.D., is CEO and Senior Consultant at Kilmann Diagnostics in Newport Coast, California. Formerly, he was the George H. Love Professor of Organization and Management at the Katz School of Business, University of Pittsburgh—which was his professional home for thirty years. He earned both his B.S. and M.S. degrees in industrial administration from Carnegie Mellon University (1970) and a Ph.D. degree in management from the University of California, Los Angeles (1972).
Dr. Kilmann is an internationally recognized authority on systems change. He has consulted for numerous corporations throughout the United States and Europe, including AT&T, IBM, Ford, General Electric, Lockheed, Olivetti, Philips, TRW, Wolseley, and Xerox. He has also consulted for numerous health-care, financial, and government organizations, including the U.S. Bureau of the Census and the Office of the U.S. President.
Kilmann has published twenty books and more than one hundred articles on such subjects as conflict management, organizational design, problem management, change management, and quantum organizations.