What do we mean by “culture”? In our context we mean the values and beliefs which inform the way we do things, which in turn impact on staff behaviour and the experiences of service users.
Organisational culture can also be understood as a question: “what really matters round here?”
The argument for clinical leaders taking an interest in organisational culture is simple-get this right and you will see the difference in improved service delivery; get it wrong and the patient pays the price.
The argument for clinical leaders taking an interest in organisational culture is simple-get this right and you will see the difference in improved service delivery; get it wrong and the patient pays the price. And the great thing about clinical leaders working to improve organisational culture is that they can make a difference whether they are concerned with their own small clinical team, or wanting to make change across the wider organisation. This is because the leaders’ role is fundamental in any culture change. In particular, clinical leaders are important role models in their own work setting, and by their own behaviours provide an immediate answer to the question “what really matters round here?”
Whilst day to day behaviour by clinical leaders will impact on culture and performance, there will be times when the leader wants to bring about a more fundamental change and that will need a more considered approach in which:
- An assessment is made of the strengths and weaknesses of the current culture
- A preferred culture is described
- The practical things that could be done to make it better are identified and acted upon
The process of making the initial assessment of organisational culture, articulating a preferred culture and making a plan for change will feel like familiar territory for clinicians; it has much in common with considering symptoms, making a diagnosis and setting a course of treatment. But fundamental to that process is the need for diagnostic tools.
Fortunately you don’t have to invent your own. Roger Harrison spent decades studying and writing about organisational culture and developing some excellent typologies to help you better understand and describe an organisation’s culture and change it for the better. The language of “transactional, self-expression and mutuality” cultures may seem far removed from day to day service delivery in health care, but at Deardens we have found it to be remarkably well fitted to the world of clinical practice, and a most helpful framework within which clinical leaders and their colleagues can work together to change the culture and see the benefits.
Dearden Search and Selection specialises in supporting NHS organisations select the most talented leaders. To discuss how we can provide a tailored assessment for your senior appointments, call Sarah Banton on 01404 814 248 or email sarah.banton@deardensearchselection.co.uk