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Test Performance Culture and Results
Agenda
QUESTION 1: What happens when rewards are tied strictly to performance rather than seniority?
It generates cynicism
An inclusive execution culture is cemented and confusion is avoided
Senior talent is lost
Increases bureaucracy
QUESTION 2: What is the effective approach to achieve real cultural change according to the text?
Give theoretical lectures on values
Change the company logo
Wait for people to change on their own
Focus on execution and tangible results first, because behavior changes belief
QUESTION 3: Why do many organizations fail in their reward system?
Because they pay too much
Because they don't give enough vacation
Because they reward seniority or politics rather than execution
Because they use cash
QUESTION 4: How is organizational culture defined in the analogy presented?
Like the company's hardware
Like the operating software that allows the strategy to work
Like the office décor
Like a computer virus
QUESTION 5: What is the effect of forcing a behavioral change (e.g., mandatory collaboration) on beliefs?
Eventually transforms the collective mindset towards valuing the new norm (e.g. teamwork)
Generates permanent rejection
Has no effect
Makes people quit
QUESTION 6: What step is critical in the culture change implementation framework?
Ignore mistakes
Model behavior by being the first to comply with new norms
Delegating responsibility
Avoid measurement
7TH QUESTION: What must leaders do to cement the new culture?
Publicly punish
Hide results
Ignoring employees
Celebrate successes by publicly recognizing those who embody the new values
8th QUESTION: What premise about the relationship between behavior and belief does the text defend?
Changing beliefs is impossible
Theoretical discourse changes behavior
Behavior change leads to belief change, not the other way around
Culture does not affect strategy
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