Navigating Organisational Culture in International Schools: A Toolkit for Change
Organisational culture is often considered the DNA of an institution, shaping its identity, influencing its actions, and driving its success. In international schools, where diversity is the norm and challenges are manifold, understanding and shaping this culture becomes even more critical. This blog post delves into the complexities of organisational culture in international schools and introduces key toolkits that can help leaders audit and shape it effectively.
The Complexity of Culture in International Schools
International schools are a melting pot of cultures, not just in terms of student demographics but also in educational philosophies, teaching methodologies, and leadership styles. This complexity makes the task of auditing and changing organisational culture a nuanced exercise. High turnover rates of staff and leaders add another layer of complexity, making a strong, cohesive culture even more critical.
“Like an individual, each organization is unique too. That personality at times may not be overtly expressed, but people from inside of the organization as well as outside the organization, whether associated with them in a commercial way or not, can sense it. Philanthropic, cutthroat, competitive, generous, open, closed, bureaucratic, simple and straight forward, transparent, and fair could be some adjectives that one may sense about specific organization. These one-word descriptors have a lot going underneath.”
A Culture Auditing Framework
One of the key frameworks for auditing organisational culture is OCTAPACE, developed by Professor T.V. Rao. Here are questions that school leaders can ask to audit their culture based on the OCTAPACE framework:
Openness: Are team members encouraged to express their feelings and thoughts openly?
Confrontation: Is there a culture of addressing issues directly rather than avoiding them?
Trust: Is there a strong sense of trust among team members?
Authenticity: Do people interact genuinely, without putting up facades?
Proaction: Is there a culture of taking initiative beyond immediate job requirements?
Autonomy: Are individuals given the freedom to plan and act in their own spheres?
Collaboration: Is there a strong emphasis on teamwork and problem-solving?
Experimentation: Is innovation encouraged, and is it okay to make mistakes?
5 Dysfunctions of a Team
Another tool that can offer invaluable insights is the '5 Dysfunctions of a Team', which identifies:
Absence of Trust: Do team members feel safe being vulnerable with each other?
Fear of Conflict: Is there a culture of open debate, or do people avoid conflict to maintain artificial harmony?
Lack of Commitment: Are decisions and plans clear to everyone involved?
Avoidance of Accountability: Are team members comfortable holding each other accountable for performance and behaviours?
Inattention to Results: Is the focus on collective success over individual achievements?
5 Dysfunctions of a Team, Patrick Lencioni
The Audit: What to Consider
Before diving into a full-blown culture audit, it's crucial to assess the readiness of the organisation for change. The need to change and the willingness to change are two different aspects that need to be considered. Tools like OCTAPACE and '5 Dysfunctions' can help in this assessment, guiding the direction and depth of the Organisational Development interventions.
Understanding and shaping organisational culture is not a one-off exercise but a continuous process. For international schools, with their unique challenges and opportunities, having a toolkit for auditing and shaping organisational culture can be invaluable.
About This Series
As Shane progresses through his Organisational Development Coaching Certification, this blog series serves as both a record of his educational journey and a practical guide for leaders in international schools. Each article simplifies complex OD principles into actionable insights, specifically tailored for the multifaceted world of international education.
