KSS January eKourier

FEATURE

KSS Culture Through The Ages... Con't

tive, with Humanistic Encouraging and Achievement as our highest extensions respectively. In addition, our defensive styles have increased since the last test in 2018. Probably not surprising considering the time and the amount of change that has happened. We will celebrate that we remain a constructive organisation, we will explore and reflect on the reason why the defensive styles have increased. Being able to travel and visit Teams and conduct face to face training again, I believe will go a long way to reducing the defensive styles. Feel free to discuss your own thoughts and experiences about the culture with your Operations Manager or feel free to drop me a note. C ompetitive is described as “winning is valued”, “members are rewarded for outperforming one another” and “work against rather than with one another”. A “win/loose” environment is encouraged. A focus on winning and not on the result is seductive. 9 O’clock and 3 O’clock on the circumplex is often referred to as the satisfaction zone. Competitive combined with Approval is about winning and being recognised, what gets rewarded gets repeated. This can start at a very young age. A child comes first in a race and the parents celebrate, child comes last in a race and the parents say oh well better luck next time. What feeling do you think the child wishes to repeat? Winning becomes fun, and can enhance social status, and we feel good with that hit of dopamine. What Next?

Kennards - Culture Cluster Results

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-100

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Constructive

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-300

and in 2018, when our culture was at its most constructive. The fluctuation in results both positive and negative is further evidence and validation to the importance of measuring culture often, and not to become complacent.

The line graph above shows our results over the years. The blue, green and red lines are the aggregated results of the four behaviours in each cluster out of a value of 400. The yellow line is the net position when combining the defensive styles (as a negative) and the constructive styles (as a positive). There are peaks in 2000, 2004, 2010

Darren Marshall Chief Operating Officer

COMPETITIVE BEHAVIOUR, IT'S NOT A COMPETITION A point of interest in this year’s OCI was the change in our competitive results. For the first time since the inception of the OCI back in 1998, our competitive extension moved above the 50th percentile to be significant in our business. What has changed to encourage such a result?

milestones on Yammer? Is it because we share the results of our Teams amongst each other to understand what’s possible? What gets measured gets managed and focusing our attention on our intention. Are all normal business practices for demonstrating what’s possible? To understand how Teams are achieving better results over others. The purpose is to inspire and learn not compete. These are just some of the reasons I have heard for the increase in competi - tive behaviour. The truth is at this point in time the reason is not clear. Are we encouraging a win lose environment where people are rewarded for outper- forming each other?

Competitive is constantly comparing oneself to others and is very much an antisocial behaviour. A CHILD COMES FIRST IN A RACE AND THE PARENTS CELEBRATE, CHILD COMES LAST IN A RACE AND THE PARENTS The question is what has changed to increase our competitive behaviour to a record level? Is it now because we openly celebrate our occupancy SAY OH WELL BETTER LUCK NEXT TIME. WHAT FEELING DO YOU THINK THE CHILD WISHES TO REPEAT? ‘

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I can’t see it and look forward to unpacking this more.

Darren Marshall Chief Operating Officer

7 Kennards Kourier Jan 2022