Adaptive Leadership and Cultures

An organisational culture case study exploring organisational aspiration (espoused values) vs. lived behaviours (patterns). McHale walks through the process of diagnosing the culture and also provides an overview of her MAPP for understanding and evolving culture:

Mental Maps - What people Think and Feel. World views and meaning making

• Values, assumptions, expectations, feelings, beliefs, attitudes, needs, purpose

Actions - What people do. Behaviours

• Conduct, decisions, stories, symbols, messages, language, rituals

Processes - Reinforcing mechanisms. Ways that work gets controlled and rewarded

• Systems, structures, goals, rewards, processes, procedures, physical environment

Patterns - Ways of relating. Unwritten rules of engagement

• Agreements between the parts, co-created dynamics, mutual interactions

Siobhan McHale shares her MAPP model for understanding and evolving workplace culture:

M - Mental Models

A - Actions

P - Processes

P - Patterns