E-Book – The Four Windows Organisation – Climate and Culture are they the same? Definitely Not

£15.00

This e-book has been designed for HR Specialists, Consultants, Trainers, Behavioural Psychologists, Counsellors or anyone with an interest in this model of analysing an organisations self-awareness of image.

Climate and Culture are they the same? Definitely Not.

There are two main models describing the relationship between climate and culture, the organisational psychologists view and the anthropological and sociological perspective. The first and older model sees climate and culture as hierarchically equivalent and distinct. This tradition separates climate (employees’ evaluation of their work environment including structures, processes and events) from culture (a more subjective description of the fundamental values of an organisation; Denison, 1996; Meyerson, 1991; Schnieder & Snyder, 1975).

This e-book is not about clarifying the difference between Climate and Culture! It is about using a tool readily available to us to shift an organisations climate from one point to another while maintaining some practical realism about the process and expected outcomes.

Description

Four Windows of the Organisation

This e-book has been designed for HR Specialists, Consultants, Trainers, Behavioural Psychologists, Counsellors or anyone with an interest in this model of analysing an organisations self-awareness of image.

Climate and Culture are they the same? Definitely Not.

There are two main models describing the relationship between climate and culture, the organisational psychologists view and the anthropological and sociological perspective. The first and older model sees climate and culture as hierarchically equivalent and distinct. This tradition separates climate (employees’ evaluation of their work environment including structures, processes and events) from culture (a more subjective description of the fundamental values of an organisation; Denison, 1996; Meyerson, 1991; Schnieder & Snyder, 1975).

This e-book is not about clarifying the difference between Climate and Culture! It is about using a tool readily available to us to shift an organisations climate from one point to another while maintaining some practical realism about the process and expected outcomes.

Culture is subjective and tends to concentrate on established values.

Climate significantly impacts a company value system and so its culture (the way we do things around here).

Before we can understand the Four Windows of the Organisation we need to understand the origins of the Johari Window and how we can use it to impact on climate in an organisation.

Applying it to an Organisation

  • The Company Open Self
  • The Company Blind Self
  • The Hidden Company Self
  • The Unknown Company Self

Developed by Joseph Luft and Harry Ingham both were Cognitive Psychologists.

The application of the Johari window is based on an assumption of honesty. In other words, it’s essential that you be devoid of any form of judgment or subjective interpretation, in addition to avoiding being upset by the responses obtained through the employees or stakeholders or competitions perception of the organisation.

Self-awareness is also based on the acceptance of the perception others have about you. Therefore, filling out the Johari window for an organisation is a great way to evaluate the image we project to others.

A good way of filling out the Window is by using a list of attributes. These attributes can be divided into those that are positive, considered as virtues, and those that are negative, considered as defects — or euphemistically speaking, points of improvement.

How to use the Johari Window in Organisations after the course

  • Explain the Johari window to your teams.
  • Get the teams to start to think about how they could open up the organisations’ open area.
  • Start small, and get the team to share small, harmless items to help build disclosure and trust between multiple teams. The more the teams open up (sensibly) and disclose thoughts, feelings, goals and ambitions, the more trust is built.
  • Regular sessions are good for this, so set time out to help the team get together and talk. This is not only for teams lower down the organisation. The top has to be responsible for the climate it creates.
  • Ensure that teams open up only to what they want to. Uncovering deepest darkest secrets may not be advisable, especially to start with! Secondly, Ensure people open up in a positive way and not disclose information that could damage respect for others.
  • Don’t forget to encourage people to provide feedback as this not only opens up the Blind Area in the model but is a great tool for personal growth.
  • You can cause incredible damage and offence if you offer personal feedback to someone or a team who’s not used to it, so be sensitive, and start gradually.
  • Focus on feedback, shared discovery together, self-disclosure and self-discovery to help the team develop understanding and grow together.
  • Constructive feedback is a great method to use, so it is worth spending time to develop your constructive communication skills.

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