Building Organizational Culture

Using OCTAPACE to get to the heartbeat of your organization.

We know that it’s the PEOPLE who can make or break your organization’s success and that using the OCTAPACE framework is one of the most valuable tools you can use to conduct a cultural assessment, getting to and understanding the heartbeat, the people piece, of success. It is the value of an organization’s practices that are the most important aspects of organizational culture.

OCTAPACE culture was developed by Professor Rao who believed that organizations could thrive if eight specific dimensions were in some way combined.

  • Openness and Confrontation 
  • Autonomy and Collaboration 
  • Trust and Authenticity 
  • Proactive and Experimentation 

He believes that organizational culture is composed of several characteristics that range in priority from high to low and that every organization has a distinct value for each of these characteristics, which, when combined, defines the organization’s unique culture.

Let’s unpack Rao’s dimensions that make up an organization’s culture.

OPENNESS signifies the transparent environment in the organization. The degree of openness of the organization is an important factor in determining the nature of the various dimensions. It represents the freedom to communicate, share and interact without hesitation, receiving feedback from customers and giving ideas and suggestions to team members.

Outcome: It improves the implementation of systems and innovation, freeing interaction among teams and across leadership providing clarity in setting objectives and common goals.

CONFRONTATION are the actual problems which team face in the day to day work. It’s about facing problems and challenges boldly and not shying away from confrontation. It’s about encouraging, involving, exploring to understand problems and search possible ways of dealing with them.

Outcome: Improved problem solving and clarity and team discussions to resolve problems

TRUST – The trust factor come with Openness which include maintaining the confidentiality of information shared by others and company . If the level of trust is low, the various dimensions of HRS are likely to be seen with suspicion and therefore the credibility of the system may go down. in such a case the system if introduced may become a vital and cease to perform the main functions for which it meant.

OUTCOME: Higher empathy, timely support, reduced stress and reduction and simplification of forms and procedures.

AUTHENTICITY – Authenticity is the congruence between what one feels and says. It is the value underlying trust. Authenticity is reflected in the narrowest gap between the stated vales and the actual behavior. This value is important for the development of a culture of mutuality.

OUTCOME: Sharing of feelings freely to improve interpersonal communication and reduced distortion in communications

PROACTIVE – Taking initiative, preplanning and taking preventive action is the measures of term Proactive. Organization must be proactive in terms of their planning. They must be ready for future.

Proaction means anticipating issues in advancing to take advantage of this undertaking conflict or responding to needs of the future in fact creating the future. OUTCOME: Taking and planning actions at immediate concerns.

AUTONOMY – Autonomy is the willingness to use power without fear and helping other to do same. Basically Autonomy is all about Using and giving freedom to plan and act in one’s own sphere. Organizations must avoid Autocratic type of environment and give chance to team to use their powers in positive way.

OUTCOME: Develops mutual relationships, reduce reference made to senior people

COLLABORATION – involves working together in a team for a common cause. Individuals solve their problems by share their concerns with one another and prepare strategies working out plan of actions and implement them together.

OUTCOME: Timely work, improved communication, resource sharing

EXPERIMENTING – It Involves using and encouraging innovate approaches to solve problems. It is the value which emphasizes the importance given to innovating and trying out new ways of dealing with problems in the organizations.

OUTCOME: Development of new product, methods, and procedures A profile of an organization on these aspects may help to decide what elements of HRS should be introduced in what sequences in the organization.

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