Organizational Life Style Analysis

LifeStyle
LifeStyle: Adlerian concept representing
“…thesubjective, unarticulated set of guidelines
individualsdevelop and useto movethem through
lifeand toward their goals.” (Mosak and Maniacci,
1999)
“…adynamic, goal-oriented pattern that remains
constant during aperson’slife, unitesall aspectsof
aperson, and reflectshow aperson makescreative
useof thesubjectiveunderstanding of hisor her
surroundings.” (Strauch, 2003)

Organizational Culture
Organizational Culture: complex concept.
(a) shared assumptionsor
understandings,
(b) common beliefs,
(c) shared values
Naturally developed
dueto search for
cognitiveorder
Resistant to Change
Purposewithin
society… shared
meanings
(d) resulting attitudeand
behavioral standards

Cultureand LifeStyle
Culture: Analysis
Purpose: determinestrengthsas
well asunderlying patterns
that areinhibiting healthy
growth and productivity
Used to assist an organization
in thedevelopment of
initiativesto improve
organizational health and
performance
LifeStyle: Analysis
Purpose: determinestrengthsas
well asunderlying issuesthat
may betheroot of unhealthy
beliefsand patternsof behavior
Interventionsinitiated to help an
individual better adapt and
makepositivelifechoices

Cultureand LifeStyle
Culture: Defining points
Accepted standards
Individuals’ perceptions
Unconsciousfoundation
Resistant to Change
Created to provideorder
Expressed values, behaviors
Collectiveidentity
No single‘Right’ culture-
determined by goals, purpose
and industry
LifeStyle: Defining points
Pattern/Guidelines
Subjective/Understandings
Unarticulated
Dynamic/Constant
Used/Creativeuse
Movement toward goals
Uniting all aspects
Makesuseof surroundings
UNDERLYING CONSISTENCIES:
Striving toward goals; affected by experience, perception and
surrounding environment
UNDERLYING CONSISTENCIES:
Striving toward goals; affected by experience, perception and
surrounding environment

Organizational Life Style Value
• TheOrganizational LifeStyleunites the
organization, and indicateshow theorganization
makescreative use of resourcesand subjective
understandingsto behave in the world.
• Thereisacontinued need to find aholistic method to
uncover theconscious as well as the less conscious
organizational culture, incorporatetheenvironmental
factors in that analysis, and makethat datavaluableto
theorganization by recognizing underlying issuesand
inconsistenciesthat can present opportunities for
improvement.

Organizational Life Style Purpose
• Purposeisto assescurrent prioritiesand futurepath.
▫ Moreorganizational successstrengthensthecommitment to theculturethat
bringsthat success(Schein, 1990).
 control culture purposeisdominance(Military)
 competence culture purposeisto besuperior or thebest (University)
 collaboration culture purposeisto blend diversecapabilities(Sportsteam)
 cultivation culture purposeisto nurtureto producevaluableresults(Religion)
• Also, establish prioritiesand determineif they areviableenough to deal with
theexternal and internal environments.
▫ Organizational valuesand beliefsareused to overcomeexternal threats
whilesocialization isused to excommunicateinternal threats.

Life Style into Org Terms
Adlerian Term Brief Definitions
(Mosak &Maniacci, 1999;
Oberst &Stewart, 2003)
Organizational
Term
Correlative Business/
Industry Terms
LifeStyle Patternsof thinking, acting and
perceiving that guidean individual’s
operationsthroughout life
Organizational Life
Style
Organizational/
CorporateCulture,
Organizational Climate
Convictions Psychological constructs, belief sets,
which guidean individual’s
perceptions, attitudesand behaviors,
and form theLifeStyle
Organizational Values,
Standards
Self-concept Theindividual’sset of convictions
regarding how heperceiveshimself,
including valuesets.
Organizational
concept
Organizational Values,
“Strengthsand
Weaknesses” of SWOT
Self-Ideal Theindividual’sset of convictions
regarding her desired self, or how she
should be.
Organizational ideal Mission, Rulesof
Conduct, Market-facing
portrayal
Fictional Goal Theunconsciously defined goal that gives
direction and meaning to an individual’slife
(Mosak & Maniacci, 1999, equateto self-
ideal)
Underlying goal
driving the
organization’sbeliefs,
behaviors
Vision, Interest
(alignment),
Organizational Goals

Life Style into Org Terms
Adlerian Term Brief Definitions
(Mosak &Maniacci, 1999;
Oberst &Stewart, 2003)
Organizational
Term
Correlative Business/
Industry Terms
Weltbilt/
Worldview
Theindividual’sset of convictions
about thingsoutsideof theself, asin
world, other people, etc.
Environmental
Views
CompetitiveLandscape,
Industry
“Opportunities/
Threats” componentsof
SWOT Analysis
Ethical
Convictions
Theconvictionswhich represent an
individual’smoral and ethical “right-
or-wrong” beliefs.
Ethics Ethical Standards,
Rulesof Conduct
Social Interest Innateability within an individual to
belong to, engagewith and feel
connected with others, theenvironment
and theworld.
Social Interest -
internal and
external entities
(components) Perceived
Organizational Support,
Commitment
Mistaken
Convictions,
Overcompen-
sation,
Inferiority
Complex
Thesetermsrepresent variousissueswithin
theLifeStyleand resulting attitudesand
behaviorswhich impedewith the
individual’sadaptability, encouragement,
and socially interested functioning.
Vision or goal
misalignment

Organizational LifeStyleConvictions
Utilization of LifeStyleConvictions
LifeStyleConvictions… for theOrganization
Self Concept… Organizational Concept
Perception of theself, values “Who arewe?”
Self Ideal… Organizational Ideal
Desired self, how he‘should’ be “Who/how should webe?”
Weltbilt/Worldview… Environmental Views
Perceptionsof thingsoutsideself Industry, Market & external impacts
Ethical Convictions… Ethical Convictions/Ethics
“Right and wrong”, rulesValueswestriveto uphold, ethicswepersonify

Organizational LifeStyleConvictions
• Organizational Concept: Imageof Authority
in order to balancethecoreculture
• Environmental Ideas: Theway an organization
should prioritizeby theinformation it knowsabout
itself and themarketplace.
• Organizational Ideal: Bringsstructureand
guiding principlesthat help theorganization achieve
itsideal self
• Ethical Convictions: Valuesthat arecarried out
by theLeadership

Organizational LifeStyleGrid
Organize Defining Statements into Life Style Grid for
overall Life Style definition and further analysis
Organizational Concept
“Who arewe?”
Environmental Views
“Industry, market and
impactsaround us”
Organizational Ideal
“Who/How should
webe?”
Ethical Convictions
“Valueswestriveto uphold,
ethicswepersonify”

Organizational Life Style Process
Thisanalysistool consistsof four primary
processes:
(1) collection of datapertaining to theOrganizational LifeStyle
constructs
(2) organization of datainto theLifeStyleConstructsto determine
primary themeswithin each construct,
(3) summarizing each set of themesinto convictionsaswell asa
“Defining Statement” for each construct that servesasasummarized
conviction for comparativeanalysisand
(4) usethestatementsand theLifeStyleGrid format to providethebasis
of overarching themesrecognized within theorganization as
representativeof itsLifeStyle, or culture.

Example of a Populated Organizational Life Style Grid
Quickly growing company
Leader in itsindustry
Highly competitive
Characterized by high technology
Quickly changing organization
Environmental Views
Industry is…
Competitivefor customers
-quickly changing dynamic
-expect full solution
Competitivefor resources
-qualified peoplein high demand
-recruiting, interviewing, hiring very costly
Long, competitivesalescycle
Industry Leader
Profitability high
High client satisfaction
Innovation: creativity, risk-taking, pride,
collaboration
Ethical Convictions
Trust among colleagues
Openness, honesty
Integrity
Mutual Respect
Direct Communications
Employeesand customerslistened to and
valued

Alignment Analysis
Evaluatethealignment/ perceived misalignment
Organizational
Concept
Environmental
Views
Organizational
Ideal
Ethical
Convictions
• Within each construct/each conviction (considered during
Defining Statement Process
• Between convictions (considered during Life Style definition
process)
“Intra-organizational
Alignment”
- OC – EV
- OI – EC
- OC – EC
- OI - EV

Organizational Concept Environment
Organizational Life Style
Constraints
Organizational Ideal Ethical Convictions
Out of Alignment:

Organizational Life Style Correlations
• Organizational Identity: Unconsciousmovement by
forward vision and past experiencesby Leadership
▫ Produced by Organizational Ideal and Organizational Concept
▫ In an organization thisinformation can befound in an S.W.O.T
analysis, mission statement, and strategic plans.
▫ Thesedocumentsbegin to form ahierarchal structureof goalsthat the
organization ideal wantsto accomplish.
• Organizational Culture: Cultureisformed out of necessity
in order to succeed
▫ Produced by Organizational Concept and Ethical Convictions
▫ 3 fundamental levels: Artifacts, Values, & Assumptions
▫ Cultureprotectstheinner environment by socialization.
▫ Culturescan beindependent and in conflict with each other.

Convictions, Defining Statements
• Organizeand SummarizeLifeStyle
Convictionsinto Defining Statements
Org Concept Org Ideal Environment Ethics
Defining
Statement
Defining
Statement
Defining
Statement
Defining
Statement
Notationsand themesof each conviction
gathered through datacollection tools:
interviews, surveys, documentation,
observationsand other ‘artifacts’ of
organization

ConvictionsFindings
Young, fast-paced, high-tech, focused,
ambitious, innovative company
Best, most innovative product in the
market
Extremely competitive (product/sales) –
Innovation needed to survive
Justice: best interest of company and
customer is key for team members
Best product in a very specific segment of
the market
Lead, influence the market – be ‘ahead of
the game’
Dynamically changing market
Highly affected by legislative changes
Justice: employees perceive fair treatment,
e.g. diversity, respect.
Intelligent, competitive individuals at
company
Recognized as high in integrity and
interest in social welfare in industry
Recognition of importance in ‘greater
society’ of relevant industry in general
Accountability: peer and client judgment
and personal performance
Segregated – Teams tight, but tend to be in
‘silos’ in terms of communication and
cross-team collaboration efforts
Extremely intelligent, talented team Competition for talent (technical, industry
expertise) very high.
Accountability: leadership accountability
inconsistent – perceived favoritism or
generally inconsistent/not understood.
No time or perceived support of learning
opportunities, especially outside of
company
Collaborative, in the best interest of
partners and consumers
Motivation: Intrinsic motivation- listened
to, respected and impactful to team,
organization and clients. (vs. comp,
benefits)
Reactive (quickly) to environmental
(industry, market, etc.) change
Ethics: alignment w personal values – no
pressure to act unethically
Good, caring, genuinely respectful and
trusting people
Work-life balance is respected but long
hours to make client/team happy is normal
and expected
Work-life balance: varying opinions…
fairly flexible, but long hours is part of the
deal for some.
Integrity: Concern that the company does
not fulfill obligations (overpromises and
under-delivers)
Sink-or-swim environment
Client expectations are main determinant
of ee value, satisfaction and performance
Trouble focusing on client needs versus
competitive image – hurts/disappoints
clients

… into Defining Statements
Constructs Organizational
Concept
Organizational
Ideal
Environmental
Views
Ethical
Convictions
Convictions
Wearestructurally
aligned with our goals
Peopleshouldn’t be
leaving our organization
Wemust behighly
competitive
Employeesshould be
treated well
Autocratic and working
from thetop-down
Weshould haveclarity
of our goals
Wearecurrently below
industry standards
Employeesshould be
trusted
Wearetheleader in the
process-control industry
Decision-making should
bemorecollaborative
Wehavealong sales-
cycleand need back-log
to survive
Weshould follow
through on
commitments
Weareresistant to
change
Weshould meet our
goals
Customersdeserveto
havetheir needsmet
Employeesshould be
happy at our
organization
Defining
Statements
Ourleadership is more
focused on market
opportunities than
employees and
customers
We should have an
organizational culture
that allows us to stay
ahead of oursales
goals, and keep good
employees
To stay alive and
remain #1 in the
industry, we need to
attract and retain the
best people.
Employees and
customers are our
most critical assets.

Defining Statements
Theorganization is young, fast-paced, innovative and
competitive, offering thebest product in the market but
often reactive to market change. Theorganization struggles
with competing demands of competitiveimage, client
satisfaction and innovation – promising but often failing to
meet in oneor all areas.
Theorganization promotesknowledge and intelligence, but
doesnot providemuch opportunity for learning outsideof the
organization.
Teams: Most teams collaborate well within themselves, but
arevery compartmentalized between teams.
Team members: Highly intelligent, individually motivated,
hardworking employeesthat arepassionate about client
satisfaction, successand learning opportunity
Environmental Views
Therelevant industries– technology and healthcare- are
extremely competitive and ever-changing, requiring
constant innovation, and aggressivetalent recruitment
and development to ensurethebest quality output to survive,
aswell asrapid, proactiveadaptation to changes. Theproduct is
thebest in themarket now, but alwaysat risk of falling behind
if thecompany doesn’t constantly keep up.
Thecompany intendsto beabest-in-class integrating agent,
providing thehighest level of expertise, strategic direction
and innovation with partnering entities to deliver the
best solution and havean impact on the market.
Ethical Convictions
Memberswithin thisorganization hold each other individually to very
high standards of integrity, respect for individuality and performance;
expected by othersand themselvesto do whatever it takes to meet the
customer’sexpectationswithin ethical boundaries. Recognition of
performanceisinconsistent acrossof theorganization. Satisfaction and
motivation isintrinsic.

Life Style Goal
Be ahead of others through
superior innovation, product
and service excellence,
intelligence, creativity,
collaboration and influence.
Inspire and influence the
direction of change in the
market

Life Style Goal
Be a influence by sharing
Adlerian concepts and building
up parent competencies in
fostering family unity.
Inspire and influence the
direction of creating
change in clients with
special focus in Parent
Education, Couples,
Teens, and Children

Life Style Typology
“Superior”
•Organization is striving to be superior to any
other similar organizations in the marketplace.
Competence Culture [Schein]
•This superiority goes beyond product superiority,
which most organizations also strive for. It
incorporates:
– Team member talent and intelligence
– “Leading” industry presence
– Competitive leadership/market share
– Internal culture of superiority of performance, drive

NonProfit Society
Parenting Professionals
Networking siteProfessional resourcecenter for Adlerian psychologyTraining center for parentsand teachersMultiplelocations5.5 Full Time
Depend on Classfees56% and Donations33%
Weoffer workshopsfor parents, couples, teens, and children on a
variety of topics
Excellent, effective, Unique
Environmental Views
Recession impacting financials
Dependency on Volunteers
Limited FT people
Providing classesismain sourceof incomeand expense
PromoteAdlerian philosophy
Increasemembership
Increaseleadership potential
Increasediversity
Continuously improveprogram content
Market XXX to thecommunity
Identify what XXX doesbest
Ethical Convictions
Help professionalsgrow using Adlerian principles
3 R’s= Recognizefeelings, Set therules, and Redirect
Fear of failure
Complianceto…

Alignment Analysis: between convictions
Misalignment areas: Focused on self in order to survive and are not accomplishing the goals of growing organization and
expanding the value of XXX. Need additional resources in order to achieve OC.
Organizational Concept vs Environmental View
NonProfit Society
Parenting Professionals
Networking site
Professional resourcecenter for Adlerian psychology
Training center for parentsand teachers
Multiplelocations
5.5 Full TimeDepend on Classfees56% and Donations33%Weoffer workshopsfor, teens, and children
Excellent, effective, Unique
Environmental Views
Locally recognized widely
Cash flow iscritical
Limited FT people
Providing classesismain sourceof income
Broaden community connections

Ethical Convictions
Fear of failure
Complianceto…
Aligned partially: We are providing help to the community however are in fear of not
being able to continue if finances are not resolved between OC and EC: Some Fear
of becoming outdated
Organizational Concept vs Ethical Convictions
NonProfit SocietyParenting ProfessionalsNetworking siteProfessional resourcecenter for Adlerian psychologyTraining center for parentsand teachersMultiplelocations5.5 Full TimeDepend on Classfees56% and Donations33%Weoffer workshopsfor parents, couples, teens, and childrenon avariety of topicsExcellent, effective, Unique
Environmental Views
Fear of failure
Complianceto…

Misalignment areas: Limited staff and financials inhibiting organizational ideals from
occurring.
Organizational Ideal vs Environmental Views
Organizational Concept Environmental Views
Locally recognized widely
Cash flow iscritical
Limited FT people
Providing classesismain sourceof incomeand expense
Broaden community connections
Increasemembership
Increasediversity
Ethical Convictions

Alignment Analysis: between convictionsand Ideal
Mostly alignment: Concern regarding failure with so many items that need to
be done. Suggest following own Rule of 3 R’s.
Organizational Ideal vs Ethical Convictions
Increasemembership
Increasediversity
Ethical Convictions
3 R’s= Recognizefeelings,
Set therules, and Redirect
Fear of failure

Organizational Life Style Correlations
• Organizational Identity: Identity isoneof
being Parent Educator professionalswho provide
Excellent, Effective, and Uniquetraining for parents
increasing family cohesion and unity.
• Organizational Culture: XXX cultureis
processand principled driven in providing what is
needed desperately in thecommunity and fear not
doing enough dueto limited resourcesinternally.

Life Style Typology
“Pleaser and Socially Useful”
•Pleaser: Hard to say “NO.” Taken advantage of through
continual demands on the organization. Concern about
failure (rejection) and tends to feel less satisfied with
accomplishments.
•Socially Useful: Wants to be of help to the community at
large with offerings in expertise, workshops, classes, and
connections.
Highly Concerned Culture
•This Concern is a part of XXX’s movement towards
significance in the broader social community.

Recomendations
• Prioritize strategic issues and focus
• Increase finances through strategic alliances
• Follow 3 R Rules internally
• Create a contracting methodology with
volunteers
• Say NO more often.
• 3 Rules in a Unique, Caring, and Helpful way!

Purpose of the Study
• Introduce a new methodology for assessing the
culture of an organization, leveraging a current,
highly utilized psychological assessment tool, Life
Style Analysis
GOAL 1: Demonstrate the Organizational Life Style Assessment Tool
GOAL 2: Utilize Life Style data to uncover alignment issues, which may provide
new insights into strengths and potential issues within the organization
GOAL 3: Consider the usefulness of the Organizational Life Style Assessment
results as an indicator of organizational health and effectiveness.
1
2
3

The Organization and Sample
• Organization of just over 100 employees
• High-tech industry
• Young organization (founded <10 years ago)
Participation in data gathering process
• Survey respondents: 77 employees
• Interviewees: 14 employees
• Documentation: collected from corporate documents
library generally available and from executives
All departments and hierarchical levels represented.

Data Gathering
• Surveys
 34 questions across 4 sections: personal job satisfaction, work
team, functional area and company/upper-mgmt
 Survey created by cross-functional volunteer team
 Human Resources and Executive team initiated
 Completed anonymously by 77 employees
• Interview
 11 questions designed to glean insight into Life Style conviction
categories
 Created by researcher to collect information and initiate
interviews
 14 interviews conducted with representation from all areas and
levels of organization
• Documentation collection
 SWOT; 2009 goals; Vision, Mission, Values; Corporate Strategy
(Marketing) Materials; Survey results action plan.

Data Organization
Collective view of organization. Expectations, norms, etc.
Aggressive (2)
Overwhelmed (chuckle)
Fast (4)
Nimble
Chaotic (3)
Separate/Segregated (2)
First imp > ‘cowboys’… no real unified team
Smart (2)
Young (2)
High energy (3)
Small company = energy
Innovative (2)/ Forward-thinking (2)
“First”/try to get ahead of everything
Progressive – vision, good ideas
First imp > Not much execution experience… never been done
First imp > sales vs. product or service
Fun – fun place to be
Early memory – caring - admin level ee ‘toasting’ w CEO, etc. >
friendship at all levels
Early memory – “get to know you” meeting where people shared
secrets… funny.
Serious
First impression > Quiet… sat in the dark and were so
focused/intense… this changed w/some…
Genuine
Disorganized
Top-heavy
Start-up
Challenging (2)
Learning new things
Competitive
Hard working (First impression > rally around work)
First impression > needed a lot of changes across the board… to survive
Long hours
Accomplished/ Feel accomplished at end of day
Growing (20
Ever-changing (3)
Trying to catch its breath
Technical
Good product – best in the market
Employee view = Sink-or swim (3 references)
Steep learning curve and not a lot of help – everyone too busy
Intelligent - People smart, very quick.
-‘I was scared/intimidated’
- ‘intelligence is like an umbrella over the whole company’
Empowerment – trust employees to just get the work done – “just run with it”
Trust – goes with empowerment
Reactive vs. proactive to performance/system issues
Friendly/younger organization
First impression – no documentation… “islands of knowledge”
Value in feeling needed
Early memory - Seemed like a lot of conversations about things that don’t really
matter… how does this affect the client?
Non-conforming
Individualistic – “everyone has a different view of severity” – varying degrees of
dedication
Early memory > Lack of leadership or continuity regarding
performance/expectations.
Challenge to be respected, accepted with individually-focused team members
Early - Focus on investment need versus execution of plan/performance.
• Extensive amounts of data to categorize first
into the four main constructs for analysis
and grouping into themes

Convictions, Defining Statements
• Organizeand SummarizeLifeStyle
Convictionsinto Defining Statements
Defining
Statement
Defining
Statement
Defining
Statement
Defining
Statement
Notationsand themesof each
conviction gathered through data
collection tools: interviews,
surveys, documentation,
observationsand other ‘artifacts’ of
organization

Convictions Findings
Young, fast-paced, high-tech, focused,
ambitious, innovative company
Best, most innovative product in the
market
Extremely competitive (product/sales) –
Innovation needed to survive
Justice: best interest of company and
customer is key for team members
Best product in a very specific segment of
the market
Lead, influence the market – be ‘ahead of
the game’
Dynamically changing market
Highly affected by legislative changes
Justice: employees perceive fair treatment,
e.g. diversity, respect.
Intelligent, competitive individuals at
company
Recognized as high in integrity and
interest in social welfare in industry
Recognition of importance in ‘greater
society’ of relevant industry in general
Accountability: peer and client judgment
and personal performance
Segregated – Teams tight, but tend to be in
‘silos’ in terms of communication and
cross-team collaboration efforts
Extremely intelligent, talented team Competition for talent (technical, industry
expertise) very high.
Accountability: leadership accountability
inconsistent – perceived favoritism or
generally inconsistent/not understood.
No time or perceived support of learning
opportunities, especially outside of
company
Collaborative, in the best interest of
partners and consumers
Motivation: Intrinsic motivation- listened
to, respected and impactful to team,
organization and clients. (vs. comp,
benefits)
Reactive (quickly) to environmental
(industry, market, etc.) change
Ethics: alignment w personal values – no
pressure to act unethically
Good, caring, genuinely respectful and
trusting people
Work-life balance is respected but long
hours to make client/team happy is normal
and expected
Work-life balance: varying opinions…
fairly flexible, but long hours is part of the
deal for some.
Integrity: Concern that the company does
not fulfill obligations (overpromises and
under-delivers)
Sink-or-swim environment
Client expectations are main determinant
of ee value, satisfaction and performance
Trouble focusing on client needs versus
competitive image – hurts/disappoints
clients

Fill in OC, Env, OI, and Ethics
• Summary of this data for each section

Defining Statements
The organization is young, fast-paced, innovative and
competitive, offering the best product in the market but
often reactive to market change. The organization struggles
with competing demands of competitive image, client
satisfaction and innovation – promising but often failing to
meet in one or all areas.
The organization promotes knowledge and intelligence, but
does not provide much opportunity for learning outside of
the organization.
Teams: Most teams collaborate well within themselves, but
are very compartmentalized between teams.
Team members: Highly intelligent, individually motivated,
hardworking employees that are passionate about client
satisfaction, success and learning opportunity
Environmental Views
The relevant industries – technology and healthcare - are
extremely competitive and ever-changing, requiring
constant innovation, and aggressive talent recruitment and
development to ensure the best quality output to survive,
as well as rapid, proactive adaptation to changes. The
product is the best in the market now, but always at risk of
falling behind if the company doesn’t constantly keep up.
The company intends to be a best-of-breed, integrating
agent, providing the highest level of expertise, strategic
direction and innovation with partnering entities to deliver
the best solution and have an impact on the market.
Ethical Convictions
Members within this organization hold each other
individually to very high standards of integrity, respect for
individuality and performance; expected by others and
themselves to do whatever it takes to meet the customer’s
expectations within ethical boundaries. Recognition of
performance is inconsistent across of the organization.
Satisfaction and motivation is intrinsic.

• Statement to represent the Organizational Life Style:
Self-defining, guiding action that shows the line of
movement or direction of the organization
(1) Movement toward fictional, final goal…
to lead and influence their market.
Be ahead of others
through superior
innovation, product
and service excellence,
collaboration and
influence.
Inspire and influence
the direction of change
in the market

to lead and influence the [ ] market….
• The organization exemplifies the fast-paced, constantly changing market
environment by promising and expecting extremely rapid delivery of
innovative, quickly adapting, high quality results from individuals and teams
across the organization.
• The organization attracts and hires individuals they perceive as highly (or
“the most”) intelligent, talented, adaptable, competitive and intrinsically
motivated, requiring little or no guidance or assistance to be effective quickly
and consistently.
• Managers at the team level create highly collaborative, innovative and
success-driven teams.
• Accountability is highly visible, based on self, peer/team and customer
standards with limited direct feedback or standards set by higher levels of
leadership.
• The organization confidently represents itself both internally and externally
as the best, most innovative and impactful organization in the market in
terms of talent superiority, technology, partnering relationships and
expertise.

Life Style Typology
“Superior”
•Organization is striving to be superior to any
other similar organizations in the marketplace.
Competence Culture [Schein]
•This superiority goes beyond product superiority,
which most organizations also strive for. It
incorporates:
– Team member talent and intelligence
– “Leading” industry presence
– Competitive leadership/market share

Potential Misalignment areas: Examples
Organizational Concept vs Environmental View
Many stated the organization tends to
be reactive to change, often at the last
minute (‘scrambling’)
Focus of time and resources on
customer needs versus innovation,
learning and creative opportunity
Environmental Views
Industry/environment requires
proactive preparation for change
AND cutting-edge innovation to stay
ahead

• Focusing on Misalignment areas:
• Organizational Concept – Environmental
Views
 It is perceived that the industry/environment requires proactive
preparation for change AND cutting-edge innovation to stay ahead
 However, many stated the organization tends to be reactive to
change, often at the last minute (‘scrambling’)
 Focus of time and resources on customer needs versus
innovation, learning and creative opportunity
Potential risk of failing to keep up with industry requirements
and/or falling behind the competition?
Potential risk of not having the reputation of ‘market-leader’ as
ultimately desired?
?

Organizational Concept vs Ethical Convictions
Overall product quality, integrity, service
standardsnot met per somecustomers
and team members
Promisesmadewith high expectations
that areunattainable
[unable to meet expectatio ns]
Environmental Views
Individualsheld to high standardsof
performanceby peersand customers, =
intelligenceand value…
[team members acco untable to meet
expectatio ns]

• Organizational Concept – Ethical Convictions
 Individuals held to high standards of performance, display of
intelligence and value…
 However, overall product quality, integrity, service standards not
met per some customers and team members
 Promises made with high expectations that are unattainable
Potential for discouraged talent if set up to fail?
Potential risk of burning out, work-life balance issues,
if team members trying to achieve overpromised goals?
Compartmentalization worsens issue as blame gets
passed around?
?

Organizational Ideal vs Environmental Views
Environmental View focused on
competitive, aggressivemarket… talent
and market demands
[We have to beat everyo ne else]
Organizational Ideal focusesheavily on
collaboration and integration with
partnering entitiesacrosstheentire
industry
[Be willing to partner with everyo ne else]
Ethical Convictions

• Organizational Ideal – Environmental Views
 Environmental View focused on competitive, aggressive market…
talent and market demands
 However, Organizational Ideal focuses heavily on collaboration
and integration with partnering entities…
Potential risk of not appropriately recognizing or denying
partnering opportunities with other companies as the
company protects itself in a highly competitive market?
Does the organization effectively partner with other
entities better than they collaborate between teams
?

Organizational Ideal vs Ethical Convictions
Leadership and recognition asthe
innovativemarket leader iscoreto the
[Inno vate… Take Risks]
Ethical Convictions
Ethical Convictionsstrongly lean on
accountability through peersand
customers– must satisfy at all cost.
[Fear o f Taking Risks]

• Organizational Ideal – Ethical Convictions
 Leadership and recognition as the innovative market leader is core to
the Organizational Ideal
 However, Ethical Convictions strongly lean on accountability
through peers and customers – must satisfy at all cost.
Potential risk of not having the reputation of ‘market-leader’ as
ultimately desired if leadership does not push innovation,
creativity and prioritize accordingly, even above customer
satisfaction at times?
Constantly competing priorities to innovate versus scramble to
meet customer needs, as this is the area of accountabilty?
?

Results Summary
Life Style goal: leading and influencing the market
5 patterns of movement toward that goal defined
Life Style Typology: Superior
Main misalignment themes pointed out for further analysis
Not a measure of “good or bad” culture, just a discovery
of underlying themes and patterns to bring to awareness
and consider for improvement

Alignment Issues: Summary Results
• 9 Major issues to consider…
1. Individualistic, competitive teams compartmentalized, but visibly
accountable to meet customers’ needs = blame, mistrust and frustration
between teams
2. Innovation vs Client Satisfaction – one is a goal, the other is the
accountability factor
3. Goal of leading, affecting a highly dynamic market, but no high level
innovation recognition or accountability
4. Talent, expertise, knowledge are key however, lack of promotion of
knowledge/skill development opportunities
5. Visible accountability by peers and customers, versus standardized by
leadership, causes confusion for some, perceived unfairness for others,
and general inconsistency

Alignment Issues: Summary Results
• 9 Major issues to consider…
6. Severe accountability by peers and customers versus clear, management-
set expectations puts work/life balance in unpredictable hands
7. Leadership in a volatile market is the goal, however, reaction to change
often after-the-fact, information distribution is limited
8. Intensity of competition with external entities and collaboration ideal
may cause conflict or missed opportunities if the ‘right’ partners are not
recognized
9. Partnership and collaboration is a key defined goal for success, but issues
with inter-team collaboration is a clear weakness.

Organizational Health Indicators
• Flexibility and Adaptability to Change
 Strength as open system… continual and open interaction between
the organization and environment; congruence of internal
subsystems to perform as expected in light of current conditions
 Concern… proactive enough in this area or susceptible to subsystems
being caught off-guard?

• Reported patterns of behavior, beliefs re: striving for
superiority/significance…
to lead and influence their market.
1. Best Solution/Product and Service Excellence
2. Integration agent of change in the market with partners
3. Expertise, strategic direction and innovation to greatly influence market
Be ahead of others
through superior
innovation, product and
service excellence,
collaboration and
influence.
Inspire and influence
the direction of
change in the market
1
2
3

• Reported patterns of behavior, beliefs re: striving for
superiority/significance…
1. Best Solution/Product and Service Excellence
- Sincere concern in delivery of best product (despite variability of what is defined as
‘best’
- Cross-team communication barriers, mistrust, blame if perception of product (esp.
by customers) is not the best
- Image of superiority, lofty commitments and expecting delivery from others
2. Integration agent of change in the market with partners
- Efforts to focus on partnership evident in documentation and much feedback
- Partnerships that are non-customer and non-sales not discussed as much
3. Expertise, strategic direction and innovation to greatly influence market
- High talent and skill at hire – lack of opportunity for skill growth however
- Concerns regarding focus areas… customer satisfaction and reaction versus
innovation

• Perceived organizational support and interest in
the greater good
 High ratings for integrity internally and externally, showing interest in the
greater good
 Work-life balance and justice questions rated high
 Feelings that organization’s purpose is socially good
 Commitment to integrity and work-life balance ideals questionable per
other notes and responses
 Inconsistent accountability and delivery of learning opportunities put into
question interest in employee needs of equity and skill/professional
development

• Employee desire to provide service to the
organization
 Very high results in the self-motivation, service oriented aspect of individual
performance
 High interest in the success of the organization, for reasons beyond self-
preservation

Summary
• Life Style goal: leading and influencing the market
• Life Style:
 5 patterns of movement toward that goal defined
• 9 main misalignment themes pointed out for
further analysis
• Organizational Health Dynamics rated generally
high, though potential risk areas are defined for
exploration with the organization
• Not a measure of “good or bad” culture, just a
discovery of underlying themes and patterns to
bring to awareness and consider for improvement

Conclusion
GOAL 1: Demonstrate the Organizational Life Style
Assessment Tool
Straightforward framework to organize and analyze large
amounts of data for meaningful results, such as
overarching goal.
GOAL 2: Utilize Life Style data to uncover alignment issues,
which may provide new insights into strengths and
potential issues within the organization
Uncovered potential risk areas in light of their unique
goals, which is an effective way to approach change
opportunities.
GOAL 3: Consider the usefulness of the Organizational Life
Style Assessment results as an indicator of organizational
health and effectiveness.
Broad recognition of potential issues combined with health
measures open communication opportunities about
underlying themes that may not surface otherwise
1
2
3

Organizational Life Style Analysis

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