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ORGANIZATIONAL CULTURE AND UNCONVENTIONAL
THINKING: EXPLORING THE RELATIONSHIP
OVERVIEW PowerMuseums
&
TODAY’S @PNM TOPICS:
ORGANIZATIONAL CULTURE→ Values→ Creativity Pillars
UNCONVENTIONAL THINKING→ Leadership→ Practices→ Support Systems
Q&A WITH PANEL
CRYSTAL
WILLIE
TODAY’S PANEL
ALEXANDRA
HATCHER
PowerMuseums
&
LISA MAKING
MODERATOR
NAOMI
GRATTAN
ORGANIZATIONAL CULTURE
COMPONENTS OF
ORGANIZATIONAL CULTURE:
1. Values
2. Vision
3. Practices
4. People
5. Narrative
6. Place
Coleman, Harvard Business Review, 2013
PowerMuseums
&
ORGANIZATIONAL CULTURE
VALUES
• What do you believe in? • What do you stand for?
• What does your museum believe in? • What does your museum stand for?
Are these aligned?
Do you “walk the talk”?
PowerMuseums
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ORGANIZATIONAL CULTURE PowerMuseums
&
ORGANIZATIONAL CULTURE PowerMuseums
&
Blue Note Wine and Spirits
ORGANIZATIONAL CULTURE PowerMuseums
&
AppDirect
PowerMuseums
&UNCONVENTIONAL THINKING
“What’s important is that you have faith in people, that they are basically good and smart, and if you give them tools, they’ll do wonderful things with them.”
Steve Jobs
Jobs, Creativity in Museum Practice, 2014
UNCONVENTIONAL THINKING PowerMuseums
&
UNCONVENTIONAL THINKING PowerMuseums
&
CREATIVITY KILLERS
• Blame• Win / Lose Competitiveness• Bullying Behaviour• Aggression• Retaliation• Personal Criticism• Mocking
UNCONVENTIONAL THINKING PowerMuseums
&
“Just Like Me”
• This person has beliefs, perspectives, and opinions, just like me.• This person has hopes, anxieties, and vulnerabilities, just like me.• This person has friends, family, and perhaps children who love them,
just like me.• This person wants to feel respected, appreciated, and competent,
just like me.• This person wishes for peace, joy, and happiness, just like me.
Delizonna, Harvard Business Review, 2017
LEADERSHIP PowerMuseums
&
Find out who you are, and do it on purpose.
The most critical knowledge for all of us – and for leaders especially – turns out to be self-knowledge.
Kouzes and Posner, The Leadership Challenge, 2007
Dolly Parton
PowerMuseums
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People with high levels of personal mastery are more committed. They take more initiative. They have a broader and deeper sense of responsibility in their work. They learn faster. For all these reasons, many organizations espouse a commitment to fostering personal growth among their employees because they believe it will make the organization stronger.
Senge, The Fifth Discipline, 2006
LEADERSHIP
PowerMuseums
&
I believe changing this world requires much less certainty and far more curiosity.
We can’t be creative if we refuse to be confused.
Wheatley, Finding Our Way, 2007
LEADERSHIP
PRACTICALITY PowerMuseums
&
In this structure, adaptive small teams operate within a more rigid superstructure.
The relationships among teams should resemble the closeness among individuals on those teams.
Command of Teams Team of Teams
General Stanley McChrystal, Team of Teams: New Rules of Engagement for a Complex World, 2015
PowerMuseums
&PRACTICALITY
Standard Practices Handbook for Museums, 3rd Edition, 2014
SUPPORT SYSTEMS PowerMuseums
&
“To become a museum that is sustainable, leaders on all sides of the conversation will be required to be more transparent, more inclusive and less protectionist about operations and policies than we have in the past.”
Holo and Alvarez, Beyond the Turnstile, 2009
PowerMuseums
&
Change how resources are accessed and
delivered
SUPPORT
Changes how organization
delivers programs and
services to community
ORGANIZATION
Changes how community
interacts with organization; changes their perception of organization
COMMUNITY
SUPPORT SYSTEMS
PowerMuseums
&PANEL CONTACT INFORMATION
Lisa MakingDirector Exhibits and Communications, Royal Tyrrell [email protected]
Crystal WilliePurple Aspen [email protected]
Naomi GrattanDirector, Communications, Hunter Lab, University of [email protected]
Alexandra HatcherAlexandra Hatcher [email protected]
READING LISTAckerson, A., & Baldwin, J. (2014). Leadership matters. Lanham, MD: AltaMira. [This is specifically about museum leadership btw]
Armstrong, K. (2010). Twelve steps to a compassionate life. New York, NY: Knopf.
Crystal Willie, Ed. (2014). Standard Practices Handbook for Museums, 3rd Edition. Edmonton; Alberta Museums Association.
David Peter Stroh (2015). Systems Thinking for Social Change: A Practical Guide to Solving Complex Problems, Avoiding Unintended Consequences, and Achieving Lasting Results. White River Junction: Chelsea Green Publishing.
Donella H. Meadows (2008).Thinking in Systems. White River Junction: Chelsea Green Publishing.
Gail Anderson. (2013). Reinventing the Museum. AltaMira Press.
James Kouzes and Barry Posner. (2012). Leadership Challenge, 5th Edition. Wiley.
John Coleman. (2013). "Six Components of a Great Organizational Culture", Harvard Business Review. https://hbr.org/2013/05/six-components-of-culture
Laura Delizonna, “High-Performing Teams Need Psychological Safety. Here’s How to Create It.” Harvard Business Review. August 24, 2017.
Leslie Crutchfield and Heather McLeod Grant. (2012). Forces for Good. The Six Practices of High-Impact Nonprofits. Jossey-Bass.
Linda Norris and Rainy Tisdale. (2014). Creativity in Museum Practice. Walnut Creek, CA: Left Coast Press.
Mihaly Csikszentmihalyi. (1990). Flow: the psychology of optimal experience. Harper Collins.
Robert Sutton, (2010). The No Asshole Rule: Building a Civilized Workplace and Surviving One that Isn’t. New York: Business Plus.
Selma Holo and Maria Alvarez. (2009). Beyond the Turnstile: Making the Case for Museums and Sustainable Values. AltaMira Press.
Stanley McChrystal. (2015). Team of Teams: New Rules of Engagement for a Complex World. New York: Penguin House.
Stephen M.R. Covey. (2006). The Speed of Trust. Free Press.
Stone Zander, R. & Zander, B. (2002). The art of possibility. Penguin.
Wheatley, M. J. (2006). Leadership and the new science: Discovering order in a chaotic world. San Francisco, CA: Berrett-Koehler.
Wheatley, M. J. (2007). Finding our way: Leadership for an uncertain time. San Francisco, CA: Berrett-Koehler.
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Q & A WITH TODAY’S PANEL
