The organization that decides to achieve Six Sigma cannot help having its culture change. Six Sigma relationship consultant, Stephen Matthews has observed that most companies recognize that achieving a step-change improvement probably means that the organizational culture has to change.
Matthews defined culture as “That set of attitudes, values, and beliefs that you see being enacted on a day to day basis in the organisation.” He further outlined two ways of looking at organizational culture.
The roots/external view, which looks at culture as ?unchangeable? over a period of time. That is because this culture is created by everyone in the workplace and combined with company’s existing one.
The internal/behavioural view, on the other hand, treats culture as the behaviour of the company?s people. Thus it can be led and changed.
A common thread of the two views is people?s or employee’s behavior, which is a major
consideration. Emphasis is on what action to take, what to do, or which behavior will deliver the results.
Matthews then brought the aspect of individual temperament to a person’s behavior. He said that individuals of different temperaments often describe dramatically different goals and ideals for the organization. Therefore temperament can also shed light on the organizational culture.
Below are examples of Six Sigma projects that incorporate culture and temperament.
Practical and Structured Culture (“Guardian” or “SJ”)
General Focus is on policy, rules, procedures, protocol, schedules, systems, follow through, logistics, practical requirements and results, getting things done in accordance with the plan ? short, medium and long term.
Six Sigma Focus is on right training, in the right place, at the right time, in the right quantity, at the right quality, to deliver the right results in alignment with existing plans and budgets.
Creative and Empathetic Culture (“Idealist” or “NF”)
General Focus is on human values, impact of actions on people, meaning, morale, harmony and cooperation, vision, inspiration, growth and development of the person and the company.
Six Sigma Focus is on right training for ALL the people, clarification of the deeper issues, mediation and conflict resolution, generating enthusiasm and championing the cause.
Tactical and Flexible Culture (“Artisan” or “SP”)
General Focus is on tactics, needs of the moment, employing any available means to accomplish an end, using tools, immediate (sensory) information, and action.
Six Sigma Focus is on pointing out the immediate needs, detecting and exploiting options, crisis management, handling the unexpected, getting the whole thing under way, improvisation, getting on with it.
Strategic and Analytical Culture (“Rational” or “NT”)
General Focus is on strategy, technology, abstract analysis, searching for patterns, developing hypotheses, logical systems, and change.
Six Sigma Focus is on relating the means to the overall vision and goal, the appropriate projects for the larger perspective, developing multiple plans for meeting all possible contingencies, and generating strategic options.
Six Sigma Culture and Personality
