Let’s begin by addressing the elephant in the room—what does culture mapping for organizational change entail?
Since there is no universally accepted explanation of this, your best bet would be to break down the term to understand the two components that make it up—mapping and culture change.
A simple way to define mapping would be ‘the act or process of making a map‘. When we dig a little deeper into this definition, we find that mapping is a transformation process that works by matching one set of functions or points with another. The same process represents something—such as data—through diagrams or pictures. The mapping process can help you get from one point to another and understand what it will take to achieve a specific objective—such as transformation or culture change.
Culture change, also referred to as cultural change, is the change in a society or entity’s culture or entity due to new findings, innovation, or interactions with other communities/cultures/organizations.
Cultural change is an idea that represents certain internal and external factors that lead to changes in the cultural pattern of a society or organization.
Several sources of culture change exist, and most of the time, it occurs due to innovations, interactions with other cultures, and internal efforts to adjust culture. Often, organizational culture change is the result of the latter.
Keeping the above definitions and explanations of mapping and culture change in mind, we can define culture mapping for organizational change to establish the specific steps needed to change an organization’s culture to improve employee behavior and productivity.
Why Doing Culture Mapping or Culture Assessment the Right Way is Critical to The Success of Your Organizational Culture Change
Having a complete understanding of or full control over an organizational culture is not possible. Having full power over culture is not possible because things within an organization ebb and flow, grow and descend, evolve, develop the leadership and market dynamics. Changing the culture of an organization isn’t as straightforward as it seems.
It is a well-known fact that most successful organizations are incredibly efficient at mapping processes and practices. Despite this, most people are adamant that culture is ‘by chance’ or build a genuinely diverse and inclusive organization by offering money and benefits to people. Saying that these people are wrong would be an understatement.
Any organizational culture change endeavor that does not include culture mapping or the right culture change tools will always ultimately lead to a dead end. A visual map of your existing organizational culture will allow you to look at your company from the employees’ viewpoint as well as gain an understanding of all the components that make up your culture and where there is potential for change or improvement. The only problem here is that not all culture mapping models build for success.
Several culture mapping frameworks are available for use today. However, they are flawed because they generate a figure, a label, or a recommended method that assumes that people will react to new guidelines systematically as parts do in a mechanical system. As such, these frameworks or models for culture mapping can be highly costly, emotionally taxing, and incredibly time-consuming.
Fortunately, an alternative is available in the form of the Designed Open Change (DOC) model. Not only is this model for organizational culture mapping extraordinarily engaging and easy to use, but it can also provide valuable insights into your existing culture cost-effectively.
The DOC model works in four phases. The purpose of each of the four steps—Envision, Design, Open Communication, and Change—is to provide the basis for a successful culture transformation. While different activities make up each phase, the ultimate goal remains the same—enabling a results-based culture that focuses on performance and productivity.
The Instant Benefits of Using the DOC Model to Perform Culture Mapping for Organizational Culture Change
Enabling a results-based culture that focuses on performance and productivity to increase customer acquisition, revenue, and talent acquisition is the long-term benefit of using the DOC model for culture mapping or culture assessment. However, you can get some instant benefits by using the DOC Model to perform culture mapping for organizational culture change. The following are some of them to create a company that is truly loved by its employees and customers alike.
1. Set Expectations
The first and foremost benefit of culture mapping for organizational change management is crystal clear about every individual’s expectations in the organization and the organization. Set expectations by defining a positive vision of future business strategy and individual, team, and organizational goals.
2. Get Buy-in For Goals
You can get buy-in for the individual, team, and organizational goals from the relevant people in your organization by clarifying the desired business outcomes and then co-creating the steps needed to accomplish these business outcomes and its mission and vision and goals.
3. Encourage and Get feedback
Open and honest feedback continuously from everyone in the organization is critical to build and maintain a positively strong organizational culture. Mapping with the DOC model helps ensure this by allowing you to develop systemic, frequent, and reliable follow-ups to request continued feedback on how to improve and produce desired results.
4. Acknowledge Contribution
When employees believe that the organization has a positive effect on society, they will get motivated by appreciating their success and impact on the organization. Culture mapping with the DOC model can ensure this by establishing accountability partnerships for teams and employees to follow commitments.
5. Show Appreciation to Employees to Drive Results
Employees want to feel respected and valued for their performance and dedication towards the organization. When this happens, employees are more likely to increase productivity and achieve results. A critical step in the Change phase of the DOC model is enabling the project manager to monitor objectives and critical outcomes.
Once the project manager has this information, he is likely to relay it to team members. When the team members see that their efforts are making a difference to the project or organization, they are likely to get motivated and improve performance further.
6. Reinforce the Vision and Purpose
Culture mapping with the DOC model can ensure that the vision, values, cultural identity, and how those factors yield results are clear to everybody in the organization. Write your culture map with a clear understanding of your leadership philosophy and practices and create a new plan to fill in the gaps unaccomplished during the previous efforts made towards organizational culture change.
7. Encourage Results Achievement, Prepare For Success, Celebrate Change
Finally, the DOC model-based culture mapping encourages achieving results, preparing for success, and celebrating change together by developing and encouraging sessions with the design team and key stakeholders.
Successfully transitioning to a desired organizational culture requires performing culture mapping the right way. Culture mapping treats the employees in an organization as humans with emotions and not as mere components that make up a system.
Once this happens, it becomes much easier to adopt a culture assessment model that focuses primarily on employee performance and productivity. The DOC model is one model for culture mapping. DOC allows you to set expectations, get buy-in for goals, encourage and get feedback, acknowledge contribution, show appreciation to employees to drive results, reinforce the company’s vision and purpose, prepare for success, encourage, and celebrate change. Ultimately, all of this has a positive impact on your organizational culture, which benefits the bottom line.
If you would like to take part in the process of mapping your culture, and becoming a Top Most Loved Company, visit Most Loved Workplace and start the process.