Analyzing Organizational Culture Disparities Using the Values Journey Model

Introduction

As a management consultant on my first assignment, I have observed striking disparities in the organizational cultures of two key departments within the company: the sales department and the accounts department. To effectively diagnose and address these disparities, I will employ the Values Journey Model. This model is instrumental in understanding the evolution of organizational culture and how it relates to employee behavior and performance.

Values Journey Model Overview

The Values Journey Model, developed by Richard Barrett, divides organizational culture into various “value stations” that represent stages of development. These stations are as follows:

Survival: This stage is characterized by a focus on individual needs and material well-being. Employees may exhibit self-centered behavior.

Relationship: At this stage, employees prioritize interpersonal relationships and teamwork. Collaboration is a key feature of this culture.

Self-Esteem: In this phase, individuals seek recognition, status, and achievement. They value success and personal growth.

Transformation: Employees in this stage are driven by a sense of purpose and meaning. They seek to make a positive impact and contribute to a higher cause.

Analysis of the Sales Department

The sales department appears to be primarily situated at the “Self-Esteem” value station of the Values Journey Model. Sales personnel are highly focused on reaching their sales targets, which aligns with the self-esteem stage, as they are driven by individual success and achievement. The annual incentive scheme, offering overseas holidays to those who meet their budget, reinforces this culture by emphasizing personal recognition and rewards.

The flamboyant behavior and flexibility in their work hours may also be indicative of this stage, as it can reflect a desire for status and personal growth. Salespeople are motivated to perform well to earn these rewards and elevate their self-esteem.

Analysis of the Accounts Department

Conversely, the accounts department’s culture aligns more closely with the “Survival” value station. Employees in this department exhibit strict punctuality and isolate themselves within their offices or cubicles. This behavior suggests a focus on individual needs and material well-being, which is characteristic of the survival stage. The lack of interpersonal interaction and collaboration reflects a culture that prioritizes individual work over team efforts.

Understanding Anomalies in Organizational Culture

The observed disparities between the sales and accounts departments can be explained by several factors. First, the organization may have evolved over time, and different departments may have progressed through the Values Journey Model at varying paces. This can lead to incongruent cultures within the same organization.

Secondly, the nature of the work and the incentive structures contribute to these differences. Sales roles typically involve greater competition and personal recognition, leading to a culture that aligns with the self-esteem stage. In contrast, the accounts department focuses on precision, accuracy, and adherence to established procedures, which may reflect a survival-stage culture.

Conclusion

The Values Journey Model provides a valuable framework for diagnosing organizational culture disparities within the company. In this case, the sales department is rooted in the self-esteem stage, driven by individual success, while the accounts department operates from a survival-stage perspective, emphasizing punctuality and routine. Addressing these disparities requires a strategic approach that aligns the values and behaviors of each department with the overall organizational goals and values.