Killman-Saxton Culture Gap Survey

• Where to find Kilmarm-Saxton Culture Gap Survey by Christina Caro, 3/12/98
  • culture gap by KevinSmith, 3/14/98
    
    

Hi Kevin,

Here is the description I found on the Survey. BTW, I do still plan to send you the other info I promised. I've been out of town and have not had a chance to assemble the bibliography. I'll be sending it shortly!

Best Regards, Christina Caro

Kilmarm-Saxton Culture Gap Survey*

Source: Kilmarm-Saxton Culture Gap Survey

Purpose: The Kilmann-Saxton Culture Gap Survey provides a systematic tool for surfacing and diagnosing cultural norms. By calculating the differences between the actual norms operating in the work group versus the desired norms, the four Culture-Gap scores are obtained. The larger the size of each gap (from one to seven difference points), the greater the likelihood that the current norms are hindering both morale and performance. An explanation of the four Culture Gap scores appears later.

Overview: The culture of a work group is the invisible force that guides behavior. It is not what the formal policies, rules, procedures, and job descriptions mandate. Rather, culture is the unwritten, often unconscious, message that fills in the gaps between what is formally decreed and what actually takes place. Culture thus determines how formal statements get interpreted and translated, and provides what written documents leave out. As a result, culture affects the quality of decision making and action taking, which, in turn, affects work group morale and performance.

While culture manifests itself in several ways, it is most subject to assessment and change through work group norms. These norms are unwritten "rules of the game," what really counts in order to get ahead, or alternatively, how to stay out of trouble.

Rationale: If large Culture Gaps are allowed to continue, work groups are likely to resist any attempt at change or improvement. Specifically, Culture Gaps materialize as an unwillingness to adopt new work methods and innovations; as a lack of support for programs to improve quality, productivity, or organization effectiveness; as lip-service when changes in strategic directions, goals, and objectives are announced; and at the extreme, as efforts to maintain the status quo at all costs. Even corporate attempts to improve member satisfaction and morale are met with either apathy or active resistance.

If the old ways are no longer working, then Culture Gaps (the difference between actual and desired norms) may be holding everyone back. Both performance and morale suffer as Culture Gaps break the organization's efforts at change and improvement. Only by making the unspoken norms explicit and open for discussion, can culture be managed and controlled.

The Culture Gap Scores

Task Support: Norms that are technical with a short time frame. An unfilled bar in this quadrant indicates that morale and performance would be improved by a change toward less Task Support; a filled bar indicates improvement by a change toward more Task Support.

Task Innovation: Norms that are technical with a long time frame. An unfilled bar in this quadrant indicates that morale and performance would be improved by a change toward less Task Innovation; a filled bar indicates improvement by a change toward more Task Innovation.

Social Relationships: Norms that have a human orientation with a short time frame. An unfilled bar in this quadrant indicates that morale and performance would be improved by a change toward less Social Relationships; a filled bar indicates improvement by a change toward more Social Relationships.

Personal Freedom: Norms that have a human orientation with a long time frame. An unfilled bar in this quadrant indicates that performance would be improved by a change toward less Personal Freedom; a filled bar indicates improvement by change toward more Personal Freedom.

Audience: Organizational members

Time: variable

Environment: Any meeting room with flip-chart or wipe board for recording issues arising from discussion.

Supplies: Survey. Flip-chart. Pens.

Follow up: After this exercise, the facilitator can move group into discussion of on how to change the actual culture to meet the needs of the future environment.

• Thanks for the info. by kevin smith, 4/7/98
• Culture Gap analysis by Tim, 12/27/98