A multi-year intervention in an American chemical manufacturing plant led to a 91% improvement in employee engagement which was correlated with生产质量提高167％可报告的安全事件减少了83％。

The project focused moving away from a “safety program” and replacing that with a “culture of safety” based on a clear understanding of the organizational climate and new management practices focused on Relationship-Centered Leadership.该案例以关键概念进行了总结：Leaders Don’t Motivate – They Create the Conditions for Self-Motivation。

您有安全文化，还是有安全计划？

On the surface this question may appear easy to answer, but the distinction between程式和文化正在欺骗。尽管许多组织认为计划等于文化，但这种不准确会导致严重的后果。

就像想着冰山一角isthe iceberg. We know from the story of the Titanic that this distinction can be the difference between thriving and tragedy.

Background: Engagement

安全程式类似于冰山一角，组织文化位于水线以下 - 冰山的心脏。积极安全文化只能存在于组织文化中，使员工与业务，经理或主管以及日常工作积极互动。

2007年下半年，位于美国东部的专业化学制造厂，拥有285名员工，面对现实：他们的员工被脱离，安全记录并不令人满意，“安全计划”不起作用。他们需要一种不同的方法。

Employee Engagement

It is not uncommon for safety consultants to focus their efforts on assisting organizations in developing and installing safety programs, but few consultants ask the key question,“How engaged is your workforce?”Although a focus on safety can have a positive impact upon an organization’s overall culture, it is not enough. If there remains a high percentage of disengaged employees, any programs put in place will fail to reach their full potential.

The Conference Board, a global, independent business membership and research organization working in the public interest since 1916, developed a definition for订婚that blends the key elements into one concise statement: “[A] heightened emotional and intellectual connection that an employee has for his/her job, organization, manager or coworkers that, in turn, influences him/her to apply additional discretionary effort to his/her work.”

想象您是化学制造厂的经理和have finally received the results of your organization’s employee engagement survey. Holding your breath, you look for “the number”— the score that speaks volumes about your employees’ ability to work together and tackle the issues affecting safety and productivity. You hope your intuition is wrong, but then your eyes and the number meet:超过60％的劳动力是分离或脱离的。

该工厂的领导人明白，如果他们想改变公司的文化，他们需要从冰山一角转移到水线下方，再到冰山的心脏。他们需要确定哪些因素正在使当前的脱离接触文化永存，以便他们可以过渡到提高参与和表现。

为了准备变革，管理团队着手进行许多数据收集计划，包括：

1. Administered the Six Seconds’组织生命体征(OVS) climate assessment

2.与关键外部利益相关者的访谈

3.个人员工面试

4. Employee focus groups

5.审查财务和生产绩效结果，人力资源报告以及先前参与调查和安全性能数据的指标。

来自OVS文化评估过程证实，低士气确实会对植物的绩效效率产生负面影响，这是可以实现的。一位员工回应了许多同事和经理的感情，他说：“我们有巨大的可能性和潜力，但我们似乎找不到使一切都团结在一起的方法。’”另一位补充说，

“We need to stop playing games and throwing safety program after safety program up against the wall hoping they will stick.”

The climate and culture factors that the OVS* assessed were:

结盟：人们在多大程度上参与其组织的任务及其执行？他们会感到组织内部的归属感吗？

问责制:组织中的人会看到自己和其他人在承诺上遵循吗？他们有动力吗？他们是否对自己的选择和结果负责？

Adaptability:Are people seeking change? Are they ready to adapt? Are they flexible problem-solvers, open to innovation?

合作:人们彼此互动并共享信息的程度如何？他们一起解决问题吗？

领导：员工对领导者的承诺水平是多少？他们如何看待整个组织的领导者和领导？人们有能力，能力和值得关注吗？

Trust:人们对组织及其领导人有信仰和信仰吗？人们可以依靠同事的诚信吗？他们对他人的能力和意图有信心吗？

结果令人信服。管理层和员工没有走同样的道路，他们的质量，安全性和生产力问题是这种鸿沟的结果。为了启动下一阶段的变革，工厂经理向他的团队讲话。

“We cannot go on this way. If we are to achieve sustainable success, we must transform our culture. We’ve tried all the Band-Aids; applying one more is not the answer.”

干预：领导者走在谈话

The plant leaders were thoroughly debriefed on the findings of the OVS results and came to the consensus that the plant’s ability to thrive was dependent upon building a culture or engagement.

They decided to concentrate their efforts on the following factors:

Alignment

合作

问责制

A three step process was initiated to address these factors.这些步骤是在右侧图中显示的培养转换过程中构造的。

步骤1：为什么

Diagnosing, comprehending, and developing a plan to transition from one culture to another culture is not a process to be taken lightly — it is a journey, and all journeys encounter challenges (or icebergs). Therefore, leaders must make an informed commitment to the process. Meaning they must have a compelling为什么这引起了组织的共鸣。如果没有引人注目的目的和对所需的工作和承诺的现实理解，则员工保持课程所需的决心和持久性将消失。

The leadership team undertook a new plant initiative: To work towardalignment员工及其价值观确定引人注目为什么那将推动公司的前进。结果是创建以下愿景陈述：

Our vision is to create and sustain a great place to work where …

All employees can work safely and have pride in their jobs.

员工受到尊重。

员工关心并互相信任。

领导者表现出开放而诚实的沟通。

Everyone is accountable for his or her actions.

尽管许多组织在墙上都有这样的愿景陈述，但这些领导人承诺通过谈论谈话并步行走路，使愿景成为组织中的愿景。

Step Two:什么

一旦愿景声明在整个工厂中得到批准和共享，管理人员和员工就开始了一系列对话。他们使用文化转型模型确定了哪些担忧和问题为管理层和员工之间的“我们”鸿沟做出了贡献。

关注点优先考虑，并制定了行动计划。第二步包括并强调领导者解决文化因素问责制(by developing a plan) and合作（通过与员工进行频繁的对话会议）。

Step Three:How

Ultimately, the implementation is at the core of the culture transformation process. Where many approaches are rooted in the belief that employees lack self-motivation and therefore require extrinsic motivation tools (e.g., “carrots and sticks”) to motivate change — this process took a different approach.

In the discovery process, employees repeatedly explained that their disengagement or detachment issues stemmed from a perception that management was distancing itself from the group by:

• Micromanaging
• 不让员工了解公司活动，财务和其他方面
• Not allowing employees input into decisions, yet holding them accountable for the results
• 没有表现出尊重，认可或赞赏
• 不授权员工做出积极的改变
• Showing a visible lack of faith and trust in employees’ commitment and abilities
• 用无意义的代币奖励员工，他们发现这是侮辱性的

Therefore, the management team committed to adopting a new Relationship-Centered Leadership approach grounded in Self-Determination Theory.

自决理论（SDT）

The management team decided to use SDT as its boilerplate model for increased employee engagement.

在对SDT模型进行了深入审查之后，管理人员可以看到动机是员工参与度的关键。此外，他们开始理解从数量的角度观察动机与如何从质量角度识别它之间的区别。

SDT由三个核心心理需求组成：

Autonomy:关注以意志，选择和自决感来表现的经验。

Relatedness, or interpersonal connectedness: The experience of having satisfying, social, and supportive relationships

Competence：对自己的能力的感觉和感觉。这也涉及这样一种信念，即一个人有能力影响重要的结果。

These three needs have been found to correspond with behavioral engagement, which is directly linked to higher levels of commitment, performance, persistence, initiative, and creativity. By framing, linking, and designing employee interactions and work procedures within the framework of SDT’s needs and the organization’s values and vision, the managers were able to demonstrate commitment and influence the attitudes, behavior, and motivation of their employees.

Culture change, at its root, is intimately tied to individual change. Unless mangers are willing to commit to personal change, the organization’s culture will remain resistant and frozen. The plant managers were trained and supported, and senior leaders role modeled, a new way of interacting. They developed questions to evaluate their daily interactions. Sample questions that guided the interactions of managers and employees:

我们是否允许和鼓励员工自治？

这种方法会改善并建立我们与员工的关系，还是距离我们？

我们是否认识，发展和授权员工的能力？

我们的互动是否以我们愿景的价值为指导？

Results: Culture Change

该项目非常成功。参与度增加了，质量和安全性也是如此。该工厂成为一个积极的工作场所。

订婚

2006年，超过60％的员工被描述为“超脱”。随着文化倡议的实施，独立员工的速度开始持续下降，在2012年的调查中达到了5％的低点。这是91.6％的降低。

The graph to the right, “Detached Employees.” displays the level of disengagement as assessed by employee surveys from 2006 through 2012.

质量

随着员工敬业度的提高，员工绩效和质量也大大提高。满足规格的制造批次数量增加，对客户满意度和降低生产成本产生积极影响。如下图所示，“规格”数量增加，“规格不超出”数字减少了。“规格批处理”的改善从大约225增加到400个是77.7％的改善；从大约425次减少到75次，“批次排除规格”的减少为89％。质量的综合改进为167％。

安全

职业安全与健康管理局OSHA监视严重的安全事件；该工厂对这些事件进行了跟踪，以与人间时间的数量进行。在文化变革计划的开始接近，每月平均汇率约为每小时0.00012。在文化变化过程结束时，速度降至.000002/小时，提高了83％。

As shown in the following graph, there is a consistent decline in OSHA recordables with only minor fluctuations. This trend mirrors the positive progression in employee engagement. As the changes in the culture took hold and more employees transitioned to feelings of engagement, the number of OSHA recordables also declined.

员工敬业度和安全性之间联系的另一个重要指标是报告“近乎无罪者”，安全风险很容易变得危险。当有一种不信任的文化时，当管理者使用惩罚性行为被用作“强化和动机”的手段时，近乎失望的报告往往被员工视为“ got-cha”，他们的报告不足。

以下图显示了多少小时，没有“接近失误”（红色）随着时间的推移而改善 - 报道“接近错过”事件（蓝色）增加。加上实际事件的下降（上图），蓝色增加代表了越来越多的开放和诚实水平。

最后一个图显示，随着文化的改善，越来越多的员工开始参与，他们对管理的信任也增加了，因此他们愿意举报近亲的人也有所增加。

概括

改变组织文化是一项艰巨而复杂的任务。大多数组织更喜欢留在冰山一角，并试图通过安装程序或用胡萝卜和棍棒激励来激发变化。

These superficial approaches are doomed unless leaders are willing to explore the heart of the iceberg — because this is where true drivers of culture exist. Here lies an interlocking set of goals, roles, processes, values, communication practices, attitudes, assumptions, and beliefs, all of which will resist half-hearted attempts of change.

这些互锁的要素构成了您员工对他们的工作，人际关系和组织的信念，这些要素将不懈地努力防止或颠覆长期变化的任何尝试。这就是为什么单帧更改（例如引入团队，精益或安全计划）可能会短暂地取得进步的原因，但最终，组织文化的互锁要素接管了，任何变革的尝试都被无情地压制了。

尽管组织文化变化固有的困难和复杂性，但结果和奖励是重要的，深远的和可持续的。愿意将组织进入冰山的核心的领导人可以创造出组织的所有成员可以找到积极参与改变文化的动机的条件，以使他们的愿望保持一致。

The bottom line:

Leaders Don’t Motivate – They Create the Conditions for Self-Motivation

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* note: The Organizational Vital Signs model was revised since the original research for this case. See the updated生命体征模型在这里。