Magazine article Talent Development

Controlling Conflict and Changing Culture: A Community Foundation Seeks to Be as Good on the Inside as It Is on the Outside

Magazine article Talent Development

Controlling Conflict and Changing Culture: A Community Foundation Seeks to Be as Good on the Inside as It Is on the Outside

Article excerpt

The following story was shared by John Vercelli, director of corporate programs at The Coaches Training Institute (CTI).

CLIENT>>

The Marin Community Foundation (MCF), a large, California-based philanthropy with 44 employees

PROBLEM>>

MCF wanted to move toward a more "intrapreneurial" culture that was less process-driven and more outcomes-focused. Many employees avoided having difficult conversations with colleagues, so MCF also wanted to increase employee communication.

DIAGNOSIS>>

The foundation's culture was initially driven by consensus, process, and problem identification. Leaders wanted to develop a culture that fostered open, honest, and productive communication resulting in collaboration and innovation.

METHODS>>

In 2008 MCF began to implement the culture change. First, the foundation formed a culture change committee with members from a variety of organization functions and employee levels. The committee communicated the initiative's desired characteristics, behaviors, and processes; senior leaders endorsed these recommendations.

Employees reviewed the committee's findings and provided feedback at an all-staff retreat. The foundation then hired CTI to facilitate coaching and deliver training organization-wide. CTI conducted initial training with MCF's supervisors, at which time the leaders agreed to model a set of behavior commitments or "coaching principles. …

Search by... Author
Show... All Results Primary Sources Peer-reviewed

Oops!

An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.