Changes in Organizational Attitudes and Culture
Attitude/Culture: individual and collective mental and emotional landscape upon which decisions about the organization and its process are navigated. It concerns the foundational behavioral patterns of the organization, as well as the assumptions, beliefs, values and personal aspirations that animate and guide those engaged in the activities of the organization. Attitude (individual) and culture (collective) can’t be directed identified nor measured. They can only be inferred from indirect observations and measures.
Virtual Workplace
• There is greater recognition and acceptance of the virtual way(s) in which this institution now operates (the “workplace” is now often at home or housed in a digital device).
• Leader must shift: 76% of respondents agreed
• Team must shift: 50% of respondents agreed
• Executive coaches must shift: 38% of respondents agreed
Agility
• There is greater recognition and acceptance of the need for flexibility and agility in the way in which this institution now operates (those working in the organization must be more tolerant of volatility, uncertainty, complexity and ambiguity: VUCA).
• Leader must shift: 74% of respondents agreed
• Team must shift: 51% of respondents agreed
• Executive coaches must shift: 40% of respondents agreed
Transitions
• There is greater recognition and acceptance of the need for ongoing transitions in the way in which this institution operates (those working in the institution must be more willing to leave the old behind and embrace the new).
• Leader must shift: 74% of respondents agreed
• Team must shift: 57% of respondents agreed
• Executive coaches must shift: 51% of respondents agreed
