Jacalyn Carol Sherriton - Corporate culture, team culture: removing the hidden barriers to team success

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Corporate Culture/ Team Culture Removing the Hidden Barriers to Team Success Jacalyn Sherriton & James L. Stern American Management Association New York * Atlanta * Boston * Chicago * Kansas City * San Francisco * Washington, D.C. Brussels * Mexico City * Tokyo * Toronto

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title	:	Corporate Culture, Team Culture : Removing the Hidden Barriers to Team Success
author	:	Sherriton, Jacalyn Carol.; Stern, James L.
publisher	:	AMACOM Books
isbn10 | asin	:	0814403247
print isbn13	:	9780814403242
ebook isbn13	:	9780585026008
language	:	English
subject	Teams in the workplace, Corporate culture.
publication date	:	1996
lcc	:	HD66.S486 1996eb
ddc	:	658.4/02
subject	:	Teams in the workplace, Corporate culture.

This book is available at a special discount when ordered in bulk quantities. For information, contact Special Sales Department, AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. Library of Congress Cataloging-in-Publication Data Sherriton, Jacalyn Carol. Corporate culture, team culture: removing the hidden barriers to team success / Jacalyn Sherriton & James L. Stern. p. cm. Includes index. ISBN 0-8144-0324-7 1. Work groups. 2. Corporate culture. I. Stern, James L. II. Title. HD66.S486 1996 658.4'02dc2) 96-24403 CIP 1997 Corporate Management Developers All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. Printing number 10 9 8 7 6 5

Page v Contents Preface vii Acknowledgments ix 1 The Challenge and Meeting It 1 2 Something Is Not Working: The Implementation Dilemma 12 3 Corporate Culture: The Missing Link 23 4 Changing Culture to Support Teams 40 5 A Culture Change Model for Success 68 6 Using the Model: Needs Assessment 79 7 Using the Model: Executive Direction 104 8 Using the Model: Infrastructure 128 9 Using the Model: Collateral Organizations 157 10 Using the Model: Training 174 11 Using the Model: Evaluation 189 12 Pulling It All Together 201 Index 211

Page vii Preface As management consultants, we spend our time traveling from organization to organization helping corporations face up to the challenges of today's changing business environment. The changes these corporations face are truly daunting, and meeting them requires dramatic efforts. In fact, we feel that a virtual cultural revolution is needed to transform today's companies to a formal team environment. But how can companies achieve this ambitious end? We pondered this many years ago when one evening we found ourselves seated over a long dinner discussing some of the recurring themes and strategies we'd come across and used in our work. By dinner's end, we had formulated the broad outlines of what has become our Organization Culture Change Model. We've since used this model in a variety of organizations, and have watched it evolve as we learned valuable lessons through helping companies make their sometimes difficult transitions to the use of formal teams. In both our consulting practice and our nationwide speaking engagements, we've been bombarded with requests for "our book"something we did not have until now. We hope that this book will satisfy our clients' and audiences' requests by introducing them to our Change Model (the fruit of that long-ago dinner) and helping them along the culture-change journey that their organizations are embarking on.

Page ix Acknowledgments Most of the material for this book came from our collective consulting experience. That means, of course, that the relationships we've developed with our clients have had a major influence on our thoughts and perspective. These relationships with executives, managers, and the workforce in our client organizations really guided the direction of the book. We would like to acknowledge them collectively.

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