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On the journey towards better D&I, using a culture model to measure your organisation’s current attitudes can give you a good idea of what you’re doing well, and where you need to focus your efforts to get to where you want to go. James Tarbit, Senior Director at Karian and Box, explains.

How can we define culture, and how can we investigate it to find out how diverse or inclusive it really is? Whether it’s the view of leadership, of compliance, of HR, or of a regulator – to a certain extent everyone has a subtly different view.

So here’s how we see it at Karian and Box.

Culture is what happens when an individual’s behaviours meet an organisation’s. Every day, when we come into work, we carry a whole host of behavioural preferences with us.

And when we sit down at our desk, or our machine, or stand at the front of our store ready to welcome our customers, those preferences hit all of the ways that our company tells us it wants us to behave.

And it’s at the intersection of those two forces – personal preference and organisational imperative – where culture is created, formed, and potentially broken.

So when we talk about measuring culture, or evidencing culture, or professing culture we are, in effect, talking about behaviour.

Our culture model

Our model focuses on the behaviours experienced in the workplace

At its heart, organisational culture is created in the interplay between individuals and their environment, the personal preferences of employees and the way the organisation wants them to behave.

However, this is not the complete picture of the culture

Behaviours desired by an organisation are rarely communicated overtly. Instead, they are signposted by the organisation’s purpose and values, hardwired in its policies and processes, and exhibited by its management.

Life through a lens

We like to look at culture through more than one lens. In fact, we like three – we call this the ‘Golden Venn’, creating three different views of culture by looking at how people feel (sentiment); how they are acting (behaviour); and the impact that sentiment and behaviour has on the business (performance).

It’s only by looking at the three in tandem that you truly start to uncover what is going on, and even start to find out why.

We firmly believe behaviour is the most important of these three aspects. It’s the bedrock on which sentiment and performance is built, and it determines the way you and your teams recruit, run your meetings, celebrate difference…all the things that contribute to a diverse, inclusive culture.

Sentiment

Behaviour

Performance

Your guide

James Tarbit

Senior Director, Head of Consulting Karian and Box

James leads on a range of strategic client projects for Karian and Box, primarily in the financial services sector. He was previously the global Head of Employee Insight at HSBC and has long-standing experience in advising executive and non-executive boards on insight, strategy and change.

Oh, behave.

But which behaviours? At the end of the day, there are any number to pick from.

Our research would suggest there are 12 that ‘really’ matter. That’s based on a meta-analysis of over 100 culture models stretching back over 60 years. Read enough papers, and the same behaviours start cropping up – they’re listed in the ‘12 core behaviours’ chart (see below).

Of course, the next thing to do is work out whether they are present or not and, if they’re not, if that should concern anyone…

To do that, we need to be mindful of two more characteristics of behaviour:

• Firstly, it’s sticky. Behaviour changes slowly unlike, say, sentiment which can change by the day.

• Secondly – and annoyingly – it’s hidden. People don’t tend to wear their behaviour on their sleeve in the same way as, say, pride in their company.So, it’s hard to get at behaviour, but there are ways. We use two in our research.

12 core behaviours

Our model measures the 12 core behaviours that contribute to an organisation’s culture, grouping them into four areas: Communication, Enablement, Direction and Agility.

D&I diagnostics

The first is our behavioural diagnostic. It’s likely something you will have seen before (nothing new under the sun, I’m afraid). A word-picker that presents a balanced positive / negative matrix of behaviours, and asks respondents to pick the ten that most closely reflect the behaviours they see around them day-to-day.

What’s so powerful about this is the very holistic view it can give us, not only of an organisation’s culture overall, but even the sub-cultures that exist in different divisions or locations.

The second methodology is ipsative, or forced choice, questioning. One of the biggest problems we face as professional researchers is bias. Ask an employee their view often enough, or in the wrong way, and they can start to get a pretty clear understanding of the right answer. Particularly problematic if you are trying to uncover their behavioural preferences.

As such, rather than asking behavioural questions normatively – i.e. asking how much they agree with a norm like ‘This company is faultlessly diverse and everyone feels included, even those who don’t work here’, you ask people to pick between two equally positive, or equally negative statements:

You’re on a ledge. If you jump left you get eaten by lions. If you jump right you get eaten by bears. Pick.

Not an easy one to answer but, if you formulate the question properly, you can learn a lot about how an individual chooses to behave.

Engaging with your people in this way and running a cultural diagnostic on your company is an illuminating way of seeing where you are in terms of D&I. But it’s also a way of broadening your understanding and moving away from a blinkered discussion about ‘ethical culture’, ‘risk culture’, ‘innovation culture’, or, yes, ‘diversity culture’.

Instead, you’ll open a wider culture dialogue and a roadmap that will speak to the priorities of everyone around the leadership table – whether communications, HR, or the business – with benefits that go beyond D&I. We think that’s a good thing.