Part 4: What Does It Take to Build a Model for Organizational Development?

Developing Corporate Culture. Just as people have personalities, organizations have cultures, which are composed of shared values, beliefs and norms. Shared values refer to the importance the organization attaches to the aspects of product quality, customer service, and treatment of employees. Beliefs are the ideas that the people in the organization hold about themselves and the firm. Lastly, the norms are the unwritten rules that guide interactions and behavior. Previous research has shown that corporate culture can have a significant impact on the financial performance of an organization. I personally believe that if you do not have a culture deeply rooted in a foundation of trust, it is only a matter of time that your organization will arrive at two distinct paths: one, it will plateau and your organization will never reach the heights it could have. Or two—and this is the most tragic—your organization will be on a path of destruction. All companies have a culture. The bigger question is: is it a culture that fosters innovation, freedom of expression, encouragement, trust, and collaboration? 

The Model as a Whole. Taken together, these six tasks or strategic building blocks we have discussed over the past 10 days, have led to a hierarchical model of organizational development. At Momentum Consulting Group, Inc. we work with companies of all sizes, regardless of industry, to develop what we call a “conscious culture,” a culture that is highly intentional. Where your company has instilled a conscious culture, you will be designing a collaborative culture as a byproduct of a conscious culture. 

Questions:

1. Does your company have a culture that excels or impedes personal development?
2. Does your organization do things intentionally to be inclusive and establish trust?

To learn more about Momentum Consulting Group, visit us at: www.MomentumConsultingGrp.com