An organisation’s culture represents the philosophy of the organisation. The cultural fabric consisting of the attitudes, beliefs, espoused values and behavioural norms can inform us ‘why’ certain organisational dynamics exist. The organisational climate could be referred to as the state of the organisation and can inform us ‘what’ is happening in an observational sense of the current atmosphere including relationships, perceptions, organisational practices, operating conditions, morale and the organisations responsive state.
The integrity of leadership determines both organisational culture and climate, and the subtle differences between climate and culture are important for leaders to understand. When we consider the notion of an organisation as a living organism, the organisational climate acts as a barometer in relation to the organisation’s health, productivity, efﬁciency and ability to achieve its goals. Research studies on organisational climate suggest that leadership behaviours are the most important factor determining organisational climate.
An effective coaching environment is reliant on establishing clarity around both ‘climate’ and ‘culture’. This then helps determine the goal of the coaching engagement in the context of working in the domain of organisational life or embarking on a wider cultural transformation journey. We explore how leadership is determining the current state of the organisational ‘climate’ and how the organisational ‘culture’ is being influenced and shaped by leadership.
Organisational coaching revolves around identifying future possibilities and creating opportunity awareness, to generate individual and organisational transformation and growth. This involves exploring the organisational landscape in relation to culture and the alignment of the organisation’s members beliefs, values and vision in relation to its goals, and the leadership styles in relation to how they foster a positive climate to achieve those goals.
Our transformative approach establishes meaning around the current dynamics and narrative, identifies any defensive reasoning around the behavioural change or desired learning or growth process within the organisational environment to then co create the future state.
Through engaging in a purposeful change process, both the individual and the organisation can articulate a common vision with goal congruency, values alignment, co-evolution of cultural maturity, enhanced productivity and shared organisational success.
The organisational coaching role provides a solution focused collaborative process that can be applied to a spectrum of situations.
- Increasing leadership capability and effectiveness through calibrating leadership styles
- Aligning strategic vision
- Building cross functional teams
- Improving organisational health and safety performance
- Implementing and communicating change
“An emergent perspective is a shared discovery that drives further engagement and learning. The collective is seen by individuals as an ongoing source of creative energy and possibility both for the individual and the collective itself. The collective becomes a learning system”. Peter Senge author of The Fifth Discipline: The Art and Practice of the Learning Organization