Table of Contents
Given the authority, anyone can command, but what influence does one who merely commands have on those who follow? A leader’s effectiveness is often determined by the actions of those who choose to follow. An organization’s success can be based on if the leaders recognize that people are the most valuable resource, and without them, the organization fails. Six individuals of the Air Force Medical Service (AFMS) were asked to participate in taking the Organizational Culture Assessment Instrument (OCAI) to compare the present and their preferred organizational cultures.
The present culture highlighted an organization where hierarchy and the market culture type were dominant. Characterized by high formalization, mostly downward communication, and little participation by low-level members in decision-making, organizational goals are typically geared toward efficiency and rapid results. However, this type of organizational culture has disadvantages as well. Because of the reliance on rules, job satisfaction suffers because subordinates basically do as they are told with little to no discussion. Limited discussion also leads to a poor social or human relations environment as well.
Therefore, it is little surprise that after surveying and interviewing six individuals of the AFMS, through the use of the OCAI, it was discovered that in the 6 areas the OCAI addressed, the members prefer a culture that is characterized by clan characteristics. After analyzing the results, it is apparent the leadership of the AFMS needs to understand the motivations and interests of this diverse workforce. What sparks interests and passion in one person does not necessarily ignite the next person. Effective organizations take the time to recognize what excites others, leveraging their talents to the organization, and cultivating a work culture that recognizes and appreciates differing perspectives and approaches to problem solving. Teamwork and communication will set the framework to implement new change initiatives.
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Introduction
The Air Force Medical Service (AFMS) is comprised of approximately 13,000 Active Duty service members that make up the medical corps. In addition, the AFMS employs approximately 5,400 Department of Defense civilians. Although each person adds a unique aspect to the Air Force, a shared common bond is a focus on high quality healthcare to all who serve. But how do these individuals feel about being a medic in the United States Air Force? Opinions vary, but by the end of this paper, the culture of the AFMS will attempted to be evaluated, through comprehensive analyses of the results from the Organizational Culture Assessment Instrument.
AFMS Organizational Background
From scheduling routine appointments to delivering emergent healthcare, injury prevention, water and air testing, workplace hazards and diagnostic medicine; a medic is there to ensure patients and the base population are healthy and safe. They navigate supply chains and medical systems; and test the limits of the human, our nation’s most complex weapon system.
Readiness is the number one priority; therefore, teams come together to train, to build resiliency, confidence and strength- to answer the nations call to arms, where each specialty is instrumental to the fight. The AFMS contributes significantly to the best combat survival rates in history. So how do the medics themselves view the AFMS? Through the use of the Organizational Culture Assessment Instrument and ensuing interviews, let’s find out.
The Organizational Culture Assessment Instrument (OCAI)
The Organizational Culture Assessment Instrument is a validated research method that measures the extent of which of the four culture types dominates the current organizational culture (Cameron & Quinn, 2011). Retaking the same test, but rating the statements based on what the test taker would prefer to see in the organization, will identify potential areas in which a new change initiative could be implemented to improve operations. The six fundamental areas that are assessed include: dominant characteristics, organizational leadership, management of employees, organizational glue, strategic emphasis, and criteria of success (Cameron & Quinn, 2011). Based on the test taker’s ratings in each of those areas, the dominant culture type will be identified.
According to Cameron & Quinn (2011) a brief explanation of the culture types is as follows: Clan Culture: a pleasant place to work, where leaders are seen as mentors or parental figures and commitment, teamwork, and participation run high; Adhocracy Culture: a creative place to work, where taking risks, entrepreneurship, innovation, and initiative are rewarded; Market Culture: a results-orientated place to work, where competition is the norm and value is placed on profitability and goal achievement; and Hierarchy Culture: a formalized and structured place to work, where procedures, formal rules, and policies govern what people do.
Research Methodology
Assessing the organizational culture of the AFMS will be accomplished in a discreet manner; therefore, all interviews will respect the participant’s anonymity. The sample size of six individuals varied based on occupation, length of time with the organization, gender, and race, enabling me to accumulate enough quality data that accurately represents the organization. After all participants take the OCIA, I will collect the assessments and input the results in SurveyMonkey to easily analyze the results and determine what questions would be most beneficial to ask during the interview. I will develop questions that focus on large differences between the now and preferred culture ratings, to obtain additional understanding of each individuals’ perspectives. I will interview the participants privately, no later than a week after the participants take the OCIA in order to keep their insights fresh. After the interviews are complete, I will reanalyze the data collected and prepare a summary of all information accumulated.
Personal Assessment Findings
After the completion of the short questionnaire, the culture type that dominates the Air Force Medical Service is hierarchy (44.17 points), as the focus is on control, procedures, and planning. The market culture was next with 38.33 points, followed by the clan culture (12.50 points). Finally, the adhocracy culture closed the assessment with 5.00 points. Since healthcare is driven by stringent standards and policies, I perceived the hierarchy culture as the clear culture type in the AFMS. The hierarchy culture was also the prevalent rating in following components: dominant characteristics, organizational glue, and criteria of success.
Every organization should have its own mix of the four organizational culture types; however, there was a considerable variance between the present and the preferred culture. The largest preferred difference being the clan culture, which showed an increase of 34.17 points, followed by the market culture, which showed a decrease of 26.67 points. This signifies I would like to see more focus on the people and less competition. Additionally, the preferred culture assessment showed the hierarchy culture rating decreased by 16.67 points, with the adhocracy culture rounding out the appraisal by increasing 9.17 points. I do feel a results-orientated environment is required in my line of work (healthcare), but I feel the current atmosphere of people being overly competitive needs to be changed.
With these large discrepancies between the current and preferred culture, focus on people is considerably more important to me. The current working culture is not on par to my preferences because, although I place value on efficiency, punctuality, consistency, and uniformity, it is clear I desire to work in an organization where employers value teamwork, commitment, trust, and opportunities for growth.
Fieldwork Findings
The culture of an organization will determine if its mission will be a success or failure. After analyzing the results of my sample’s now and preferred cultures of the AFMS, as well as the one-on-one interview I had with each participant, I believe the AFMS is both a culture of no and a culture of yes. Organizations with a culture of no possess leaders who automatically say “no” and reject new ideas and new approaches, blocking overall organizational goals (NOBL Collective, 2017). This type of culture can arise in organizations where people tend to make decisions without asking for any input from subject matter experts, and/or critique proposals or ideas without the intent of strengthening it. I.e. leaders who command based solely on authority- not with the intent of gaining followership.
Within a culture of yes, people who have ideas and suggestions tend to stay silent. In the AFMS this could be a result of the formal rank structure and the subsequent intimidation it can cause. This silence leads to the absence of analysis and debate. Osing (2018) states many organizations are hindered by internal rules, policies and procedures that can stand in the way of mission accomplishment. However, effective leaders who operate in a culture of yes must understand that silence does not mean agreement. Overcoming this type of culture requires leaders to create constructive conflict within decision processes in order to analyze all concerns.
Leadership can enhance or hinder effective supervision. My survey sample perceive the leaders of the organization to be predominately market culture, which are considered to be hard drivers, producers and competitors (Cameron & Quinn, 2011).
The six participants preferred the organizational leadership of the AFMS to be a clan culture type. Clan culture is considered to exemplify mentoring, facilitating, and nurturing (Cameron & Quinn, 2011). The preferred culture would result in supervisors assuming the role of helper, trainer, and developer. The AFMS must strengthen its identity as People First, Occupation Second. People are one of the most important resources in an organization, and the preconceived notion that all six participants interviewed believe a clan culture would improve the organization means there is a disconnect within the organizational norms. Currently, there appears to be a negative norm within the AFMS, where there is a belief that success is achieved by an attitude of “every man for himself.” A more positive norm must promote sharing of information and working together to achieve common goals. Because the point difference between the current and preferred culture is greater than 10 for all culture types, a new mix of culture should be a priority for leadership.
Another important area of discovery for the OCAI was the topic of criteria of success. The current culture resulted in the organization defining success on the basis of winning in the marketplace and outpacing the competition. This market culture type emphasizes competitiveness not only between the organization and its market competitors but also between employees (Cameron & Quinn, 2009).
After retaking the OCAI a second time, all six individuals preferred to see the organization define success on the basis of development of human resources, teamwork, employee commitment, and concern for people.
The clan culture is quite opposite from the hierarchy and market cultures, as it uses cross-functional teams, has low formalization, and involves high participation in decision-making. As workers need to communicate with others, they do so, free of managerial lines. This culture type allows joint decision-making and encourages all staff to voice their opinions. While the strengths of a clan lie within communication, that same communication and added flexibility can slow down the implementation process.
Other finding of the organization as a result of the interviews were the individual’s feelings of identification and sense of pride regarding the organization. Positive norms would lead the person to see the organization as “his” or “hers.” However, more negative norms were present, as individuals showcased a “we” and “they” attitude toward the organization and its goals. If competition helps the units become better at their missions and exhibit greater morale and motivation, then competition is positive. On the other hand, if competition hampers the mission and leads to reduced morale and motivation, competition is negative, which is unfortunately present today.
Finally, innovativeness and creativity are problematic areas within the AFMS. Original and creative behaviors should be supported and encouraged in a diverse and successful organization, as they lead to the stimulation of new ideas and positive change. Discouraging experimentation innovativeness and creativity can hinder development, as well as personal and professional growth. The concept of the hierarchy and market cultures in the workforce, and the sense of power that it is associated with each, appear to have a negative connotation to the members of the AFMS that were interviewed. However, power can have many positive aspects, and by developing one’s own source of power, employees will be able to develop professionally and be better able to take initiative and make greater contributions. Leaders can foster professional growth by granting employees an opportunity to lead and motivate them to excel. One way to ensure this can occur is to practice restoration recommendations.
Restoration Recommendations
Accepting a change is not always an easy process. Having a plan on paper is not enough- the individuals involved need to recognize restoration principles are more than just buzz words. The principles necessary to rebuild an effective organization after a time of change and transition include professional relationships, ethical values, responsible leadership, and teamwork. Professional relationships contribute to the effective operation of an organization. Encouraging personnel to communicate freely with their superiors regarding their careers, performance, and responsibilities will enhance morale and discipline, improving the operational environment. Values are core beliefs that motivate attitudes and actions. Primary ethical values include acting in a manner that includes honesty, integrity, loyalty, accountability, fairness, and respect.
Acting with ethical values will promote careful, well-thought-out decisions, limiting thoughtless actions. Responsible leadership includes being active and visible to all those appointed below you, epitomizing excellence, professionalism, pride, and competence. While the primary purpose of a leader is mission accomplishment, a leader must not forget it is the people who accomplish the mission. Organizations must build effective teams and develop trust to accomplish the mission effectively. Effective teams can only occur with open and honest communication, establishing rapport with team members, discouraging cliques within the team, and remembering trust is earned and can be lost (Bridges & Bridges, 2016). Without following these recommendations, uncertainty can occur. Uncertainty, the result of not having all the facts pertaining to a situation, or not having clearly established policies or procedures, can quickly lead to polarization (Bridges & Bridges, 2016).
Competencies for Managing Change
Leaders must be the chief transformation officers in their organizations. To achieve this, leaders must maintain a clear understanding of the present and a clear focus on the future. Furthermore, the leader must understand adult learners have to unlearn something before they can learn something new, or else resistance will soon appear (Schein, 2009). Next, the leader must facilitate the change itself by explaining the details answer any questions or concerns. Finally, the leader should reward those who comply with the change and refocus those who do not. To accommodate the different culture types, Cameron & Quinn (2011) recommend leaders coping with change must:
- Reduce resistance by involving those affected in designing and implementing change.
- Fully explain the reason for change with open communication to reduce uncertainty.
- Introduce the change gradually, reinforcing and encouraging people as needed.
- View change positively and be open-minded to experiment with alternatives.
- Avoid forcing change if possible, as forced compliance can require constant oversight.
- Seek out and accept feedback, never getting complacent.
Schein (2009) also explains that the leader’s role in evolving culture is acknowledging and accepting subcultures within organization will exist based on occupations, functions, geographies, and echelons in the hierarchy. This is critical to consider in the AFMS, because with 76 military treatment facilities in the United States and overseas, each unit has a unique mission and outlook.
Conclusion
Leading is a delicate art of people-oriented attributes that can take years to develop. After the results of the OCAI, it is apparent that members of the AFMS want to be a part of an organization that embraces innovation while developing trusting relationships. The mission of the AFMS can succeed in its mission and overcome unforeseen challenges if a team approach is taken. To best leverage its resources, the AFMS must have consistent, well-defined, expectations, standards, and opportunities to foster growth. Leadership through words and actions, and checks and balances on self and others will develop and inspire others, as well as effectively build teams and improve performance.
