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Preventment
Cultures of Change

Organization
Outreach - Video

Into
Action

Comparison
Chart

Background

Testimonies

Training
Programs

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Staff Wisdom

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Organizational Culture Value-ation
Comparison Chart


As responsible leaders and managers, together we have the means to change our environment, to create healthy teams, to go beyond just the "What” and to focus on the “How”.  We in fact have the means of creating healthy individuals who are empowered to make meaningful genuine contributions to our community.  We have the power to transform and create the working cultures and environments we all dreamed of working in! 

The Nature of Change
Research Paper

8 Multiple Intelligences
Research Paper

The 15 Principles of the OCVI

The Five Step Process of the
Organizational Culture Value-ation

Step 1:   Organizational Culture Value-ation Indicator
Step 2:  Results Consultation
Step 3: Creating Organizational Cultures
            Responsive to Change eMods
Step 4: Organizational Culture Value-ation Shift
Step 5: Lasting Change
            A.  Implementation process
            B.  Evaluation at 90 days, 180 days and 1 year

Product

&

Features

Organizational Culture
Value-ation System (OCVI)

Jorgensen

Organizational Culture Assessment Instrument (OCAI)

Cameron & Quinn

Organizational Culture Inventory (OCI)

Cooke & Lafferty

Organizational Culture Instrument

Van de Post et al

Organizational Cultural Profile

O’Reilly et al

Organizational Cultural Survey

Glaser et al

Primary Purpose

Evaluates the culture’s milieu, its  responsiveness of that culture to change in order to redefine the ideal organizational culture and conduct the change process

Designed to evaluate the culture of organizations in terms of behavioral norms and expectations related to the shared beliefs and values

Seeks to identify cultural elements which best support, and those which hinder, the
change efforts of the organization

Aim of evaluating an organization’s culture, the norms and attitudes of an organization’s members

Calculates a person -organization fit

Examines six components of organizational culture; teamwork-conflict, climate-morale, information flow, involvement, supervision and meetings

Identifies Behaviors for the Conceptualization of  Ideal Cultures

YesP

YesP

YesP

No

No

No

Identifies Belief Structures, Thinking (Feelings) & Behaviors

YesP

YesP

No

No

No

No

Incorporates Fulfillment of Maslow’s Hierarchy of Needs

YesP

No

YesP

No

No

No

Employs the 8 Multiple Intelligences

YesP

No

No

No

No

No

Employs Johari’s Window

YesP

No

No

No

No

No

Balanced Left Brain/Right Brain

YesP

No

No

No

No

No

Overcomes
Core Resistance to Change

YesP

No

No

No

No

No

Documented Change and Transformation Process

YesP

No

No

No

No

No

Overcomes Learning Challenges

YesP

No

No

No

No

No

Lucid Learning

YesP

No

No

No

No

No

Documents Longitudinal Results of Change in the Organizational Culture

YesP

No

No

No

No

No

Facilitation Accreditation

YesP

No

No

No

No

No

Online & Offline Process

YesP

No

No

No

No

No

Incorporates Blooms Taxonomy

YesP

No

No

No

No

No

Documented Continuous Positive Self-Esteem Curve after 90 days

YesP

No

No

No

No

No

Could it Be That
Psychology and Psychological Testing
Gets a Failing Grade?

Psychology was invented in the past 100 years. Psychoanalysts and psychotherapists did not exist before Freud.  

Let’s look at how we are doing according to Bristol University.

  • The average 25-year-old is up to 5 times more likely to be depressed as 50 years ago
  • Adults are 28 times more likely to have been victims of violent crime as in 1953
  • Medicating children has been on the rise since 1990
  • Children are suffering unprecedented epidemic of behavioral problems
     

Dr. Tana Dineen author of “Manufacturing Victims,” skillfully takes the Psychology industry to task for:

  • Destroying families
  • Promoting hostile views of men and women
  • Promoting distrust and suspicion
  • Missing Science  

Dineen also references that "by 1995, 46% of the U.S. population had seen a mental health professional," who are consequently receiving these kind of results.

 

We have created an invented world of psychobabble, from paranoia to penis envy, and from ID to identity crisis to inferiority complex.  With a rise of over 200 contradictory therapies by 1990 we have been seduced by Spock to Skinner, to hypnotherapy to access a person’s questionable if not fabricated unremembered childhood abuse, or for some it is the healing of their "wounded inner child”.

In addition, we have created a plethora of over 3,000 assessment instruments from achievement, to intelligence, occupational, and personality.

Regrettably, there are many psychological assessments in extensive use that are accepted as being scientific.  The Myers-Briggs and the Enneagram are good examples which are often used in educational and corporate and business settings in pseudoscience and psychobabble and have been purported to be as about as much value as newspaper astrology.

So why, with all these approaches are there more behavioral problems, more reported accounts of depression and psychotherapeutic drugs taken in copious quantities?

Psychology has failed big-time and even Dr. Tina Dineen, who slams the psychological community with well argued criticism is weak on proposing positive solutions.

What is interesting especially in examining organizational culture is to keep in mind that people create the environment and the environment creates people.  Add to that, the traditional assessments and the very nature of how they are constructed are created as "events" rather than a part of a process.  These two major problems with assessments are then magnified by the lack of “what to do” about the identified problems.  

They do not measure the environment nor offer a comprehensive process of providing solutions to what they measure.

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