Climate and Culture Army FM 622 CTM LDP and You Training Objective Task Understand the importance of setting a positive organizational climate and culture Condition Given a block of instruction taught by the AC for Leadership using FM 622 the CTM and LDP followed by objective quest ID: 572738
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Slide1
Setting a Positive Organizational Climate and Culture
Army FM 6-22, CTM, LDP and YouSlide2
Training Objective
Task: Understand the importance of setting a positive organizational
climate and culture
Condition: Given a block of instruction taught by the AC for Leadership using FM 6-22, the CTM, and LDP, followed by objective questions
Standard:
Identify ways to create a positive
organizational
climate and culture in
your organizationsSlide3
Organizational Climate
How members feel about the organization
Comes from shared perceptions and attitudes about the organization’s daily functioning
Generally a short-term experience, depending on a network of personalities in an organization
Changes as people come and goSlide4
Positive Climate at The Citadel
“Good leaders strive to leave an organization better than they found it and expect other leaders to do the same” – FM 6-22
Create a positive environment
Prepare self
Develop others
“We have put on paper the essentials for teaching, training, leading, and inspiring others toward success” – CTM
Expectations
Skills
Feedback
Consequences
Growth
“The Citadel Experience is built upon The Citadel’s core values and is integrated across the four pillars of Academics, Military, Moral-Ethical, and Physical Effectiveness” -- LDPSlide5
Creating a Positive Climate
Fairness and inclusiveness
Open and candid communication
Learning environment
Assessing climate
Dealing with ethics and climateBuilding teamwork and cohesionEncouraging initiative
Demonstrating care for people
Linkage between this, CTM & LDP?Slide6
Preparing Yourself
Expected and unexpected challenges
Physical fitness (Regimental PT)
Intellectual capacity, critical thinking, domain knowledge (LTPs)
Education—on and off duty (Grad certificate)
Expanding knowledge
Applying and experiencing what it means (Academies)
Developing self-awareness
Awareness of one’s traits, feelings, and behaviors (CTM and LDP)Slide7
Developing Others
Assessing needs
Expectations and Feedback
Developing on the job
Skills
Supporting professional and personal growthExpectations, Skills, and Growth
Helping people learn
Skills and Feedback
Counseling, coaching, and mentoring
Expectations, Skills, Feedback, Consequences, and Growth
Building team skills and processes
Expectations, Skills, Feedback, Consequences, and GrowthSlide8
LDP Learning Outcomes
1
st
Class Year military pillar learning outcomes associated with organizational climate and culture:
“Create command climate for standards and regulations compliance”
“Establish and assess a training environment that develops people”
“Create and assess a state of… collective resiliency in the unit”Slide9
Organizational Culture
A longer lasting and more complex set of shared experiences than climate
Consists of shared attitudes, values, goals, and practices that characterize the larger institution over time
Deeply rooted in long-held beliefs customs, and practices
Leaders use culture to let people know they are part of something bigger than just themselvesSlide10
Culture
There are three different levels of culture
Artifacts
What individuals can see on the surface
Shared values
The significant values, morals, and beliefs claimed to be especially important by leaders in the organization Basic assumptions
How situations or problems within the organization are treated after repetitionSlide11
Your Battalion’s Culture
What artifacts are present in your battalion?
What do those artifacts represent to an
upperclass
male cadet?
An upperclass
female cadet?
A
fourthclass
cadet?
A TAC?
A parent?
A non-Citadel affiliated visitor?Slide12
Your Battalion’s Culture
What shared values are present in your battalion?
To what degree are they aligned with The Citadel’s shared values?
To what degree are they consistent in each company?
To what degree are they consistent among all types of cadets?
Upperclass
and
fourthclass
?
Contracted and not?
Cadet athlete and not?
Chain of command and not?Slide13
Your Battalion’s Culture
What basic assumptions are present in your battalion?
What words describe how formations are conducted?
How are regulations violations dealt with?
How is positive performance reinforced?
What words describe how the
fourthclass
system is implemented?
What words describe how guard is conducted?
Unit
SOPSlide14
Leader Competencies
To create a positive climate, leaders:
Establish and maintain positive expectations and attitudes to support effective work behaviors and healthy relationships
Improve the organization while accomplishing the mission
Leave the organization better than it was when they arrivedSlide15
Conclusion
FM 6-22 dedicates significant time to concept of creating positive climate
Cadets see inverse relationship between positive climate and “leadership”
Attrition is the Mission
Hazing
Abusive treatment of womenCTM and LDP are Citadel-specific tools we have to counter this notion
CTM coupled with TAC leadership can turn this tide and illustrate true leadership for cadetsSlide16
How Are We Currently Doing?
Current impediments to a Positive
Climate?
Traditions, artifacts, phrases,
etc
?Creating a positive climate is more than just the absence of a negative oneProactive steps to take?