Used together, the OCI and OEI generate the most comprehensive feedback available for guiding and monitoring organizational change and development programs. The inventories, along with the integrated OCI/OEI Feedback Report, provide a detailed picture of the organization’s culture, the factors leading to and reinforcing that culture, and the outcomes of culture.
Audience : Appropriate for members of large corporations, small businesses, governmental agencies, health-care and other professional organizations, and not-for-profit organizations.
Most Frequently Used for:
- Promoting an understanding of the organization’s current culture and identifying gaps in relation to the ideal.
- Motivating change by demonstrating how cultural norms are interfering with effectiveness at the member, sub-u
nit, and organizational levels.
- Identifying systems, structures, technologies, and other “levers for change” to move the culture in a more Constructive direction.
- Identifying Constructive and effective sub-units to provide a model that can be transferred to other units.
- Monitoring the impact of organizational change initiatives over time.
Time Required : 50 minutes to complete the inventories
Feedback Provided : Results are provided on the strength of 12 cultural norms (associated with Constructive, Passive/Defensive, and Aggressive/Defensive cultures), 12 outcomes of these cultural norms organized into four categories (e.g., Employee Outcomes, Coordination and Adaptability), and 31 levels for cultural change organized into nine categories (e.g., Job Design, Managerial Leadership). The latter results are profiled against “Historical Averages” for other units as well as “Constructive Benchmarks” (scores achieved by highly effective organizations with adaptive cultures).
Presentation of Results : OCI results for the organization and sub-units are presented on the circumplex. OEI results at the organizational and sub-unit levels are presented in bar chart and tabular format. The OCI/OEI Feedback Report also includes item-by-item results, descriptive text, and other information (e.g., correlations between the cultural norms and the outcomes and levers) to guide organizational change and development initiatives.
Associated Outcomes : The OEI levers for change and outcomes were selected on the basis of research carried out to identify the organizational factors that are most strongly related to the OCI styles. Numerous studies have confirmed that the OEI levers are positively related to the cultural styles measured by the OCI. Similarly, research on various types of organizations has documented the relationship between the OCI styles and the OEI outcomes and other indicators of performance as measured via independent methods (financial data, turnover records, interviews).