With ‘respect’ …

Organisational Culture – Part 7 Respect is a value espoused by many non-profit organisations – as one would expect. I suggested reflection on how respect is expressed within your organisation in a recent blog post, partly because it is so often at the core of workplace conflicts. Under different circumstances and at different times, we… Continue reading With ‘respect’ …

Organisational ‘Health & Wellbeing’

Organisational Culture – Part 6 Organisational dis-eases and mood disorders In recent posts, various metaphors for organisational culture have been noted, with the ‘garden ecosystem’ and ‘human personality’ being relied upon to reflect the nature of the organisation as a complex adaptive system. The human metaphor for an organisation can be extended to think about… Continue reading Organisational ‘Health & Wellbeing’

Ways of knowing and being in organisational culture

Organisation culture – Part 5 When we hold directors and managers accountable for a problem with organisational culture, we affirm that culture is a product of choices made and actions taken (or neglected). Consequently, it cannot be fixed and immutable. While it may be consistent (and sometimes even seems ossified), it is amenable to reshaping.… Continue reading Ways of knowing and being in organisational culture

Organisational ‘personality’

Organisational Culture – Part 4 The personality metaphor ‘Organisational personhood’ refers to the legal concept that an incorporated entity, like a non-profit or for-purpose organisation, as distinct from its associated people (i.e. directors, managers, or employees), has some of the legal rights and responsibilities enjoyed by ‘natural persons’. (A ‘natural person’ in this sense is a human… Continue reading Organisational ‘personality’

Choosing an organisational metaphor? Choose wisely!

Organisational Culture – Part 3 A cautionary note Beware the power of metaphor. The metaphors used to describe your organisation can exert a strong influence on your team and stakeholders – for good or ill. I recently heard of an organisation in which some of the members had started referring to the entity as “The… Continue reading Choosing an organisational metaphor? Choose wisely!

Multi-focal Views of Organisational Culture

Organisational Culture – Part 2 Gaze Awareness In sociology, critical theory, and psychoanalysis, ‘the gaze‘ refers to the awareness and perception an individual or group has of other individuals, other groups or themselves. In literary criticism, for example, the gaze of the writer and the gaze of the reader are often the subject of comment.… Continue reading Multi-focal Views of Organisational Culture

Working ‘on’ or ‘in’ your organisational culture

Organisational Culture – Part 1 When we read about an association’s or charity’s culture in the media, all too often it is not a ‘good news’ story. They don’t generally give out Walkley or Pulitzer awards to journalists for stories about innovative, caring, or ethical cultures. The news focus, therefore, skews towards corrupt, risky, toxic,… Continue reading Working ‘on’ or ‘in’ your organisational culture

Conflict Governance: Managing Role Conflict, Strain & Ambiguity

While ‘conflict of interest’ is generally understood to relate to directors needing to separate their board responsibilities from self-interest (especially financial benefit for themselves or those close to them), role (or goal) conflict, role strain, and role ambiguity tend to be less thoroughly addressed in non-profit governance mechanisms. Social scientists tell us that the term… Continue reading Conflict Governance: Managing Role Conflict, Strain & Ambiguity

Organisational power

The powers and duties of directors were the focus of some earlier posts, however these make quite narrow use of the concept of ‘power’ – which has many forms and applications. My previous post dealt with powers legally (and therefore legitimately) afforded non-profit boards and directors, and made reference to those powers being distinctly different… Continue reading Organisational power

Moral Governance – Part 2

Moral Climate and Culture When the moral climate in an organisation is the cause of moral distress, it could seem like ‘victim blaming’ to suggest that a ‘resilience bundle’ should be provided to employees or volunteers to help them to cope.  As with any risk analysis, unless you identify and address the root cause of… Continue reading Moral Governance – Part 2