Organizational Culture
Value-ation Indicator

“A rose is a rose and by any other name,
it is still a rose.

The beautiful pedals of productivity
do not cover up the harshness or cruelty of the thorns.”

Richard Jorgensen Ph.D. (hc)

At AwareComm®, we are dedicated to preserving and strengthening the adaptive intelligence that lies within each of us.

Not Just What but How
If to Change, How to Change, and How to Make it Last
Experience the Value-ation Prior to its SaaS App Development and
Qualify for the Team Culture Program and Implementation

There are well over 3,000 assessments in the marketplace. Solutions are rarely part of the package, and if they are, how long do they really last? How many come complete with a solution that has demonstrated lasting change?

By emulating the principles of a Socratic conversation that steps outside the boundaries of target-based opinion, we have developed a methodology for extracting the influences of individual core beliefs that guide each person’s thinking and decision-making process. This approach allows us to examine responses more honestly and effectively, representing each individual’s reaction to what might appear as irrelevant measurements of their presence within their socio-economic environment. This enables us to gather non-prejudicial data, such as situational reactions, and relate foundational elements of perception itself to ensure the data is not skewed by external influences (cause or effect). This methodology helps us avoid distortions and erroneous conclusions often made in the data collection cycle of business analytics.

Our latest innovation is the Culture Value-ation Indicator, a comprehensive front-end and benchmark assessment that uses a Power BI Custom Visual Iceberg to depict the balance of Adaptive Intelligence (evident above water) and Adaptive Resistance (concealed beneath the surface), both critical factors shaping the culture within an organization.

Culture Value-ation Indicator Assessment

The Value-ation is designed to measure both sentiment and sentience of an organization’s culture to identify, evaluate, and confirm levels of eMod-ular Adaptive Resistance™ and eMod-ular Adaptive Intelligence™.

It identifies constructive (eAdI™) and destructive (eAdR™) patterns of the internal/external culture including core pockets that are often unidentifiable, unnoticed, or worse yet ignored, resulting in the loss of time, money, innovation, harmony, and overall productivity.

It identifies constructive (eAdI™) and destructive (eAdR™) patterns of the internal/external culture including core pockets that are often unidentifiable, unnoticed, or worse yet ignored, resulting in the loss of time, money, innovation, harmony, and overall productivity.

Value-ation Sections:

• How We See Our Team – Which Animals Roam Your Organization?
• Trustworthiness of Environmental Culture – Alignment or Suggestions, Urgency, and Intensity
• Reactions to Environmental Culture – Intensity and Frequency Duration
• Participant Reflection Time – Reflection Interval and Response Deliberation

Who’s the Indictor For?

We’re launching a Private Preview of the Culture Value-ation Indicator. This Private Preview will include strategy and coordination meetings, deployment and assessment completion, result reviews with premier AwareComm® executives, and the potential selection of a team to be facilitated through the proven principle-based Creating a Culture Responsive to Change Course and Implementation Program.

Who’s the Culture Value-ation Indicator for?

• HR Professionals: Enhance employee engagement and retention by understanding core cultural values.
• Business Leaders: Drive strategic initiatives with insights into organizational culture and employee alignment.
• Managers: Improve team dynamics and productivity through a deeper understanding of team values and behaviors.
• Visionaries: Foster innovation and forward-thinking by aligning cultural values with future goals.
• Trainers: Develop more effective training programs that resonate with the core values of the organization.

HR and Leaders of People

“As the role of the HR department continues to evolve,
the very concept of human resources may be phased out.
And new titles may reflect leaders, who are not gatekeepers and enforcer of rules,
but partners in creating a company culture
built upon the shared values of the organization and its workers.”

-Meghan M. Biro

The following is a brief background and excerpt of the Organization Culture Value-ation Assessment:

• What Organization Culture is About
• What a Team is and Should Do
• The Real Question
• The Real Problem
• Others Have Experienced Lasting Results

What Organization Culture is About

As Leaders and from a Human Resource perspective, we know that every organization has areas that can and must be improved if the company is to remain competitive. In fact, individual success is the foundation of every company.

The products and services of all companies are rooted in the people. The people make up the culture of the company; the combined perceptions, attitudes, thinking, feelings and behaviors.

Culture reflects the idiom: the whole is greater than the sum of its parts. In other words, the value of a culture is not just found in each individual, but in each individual’s ability to function as a team. It is the flow of a team working together that produces the level of excellence required for a company to grow, be competitive and succeed.

What a Team is and Should Do

This is best summed up by the advice Oppenheimer said he was given by Albert Einstein.

“All minds have to see the whole task to contribute effectively.”

J. Robert Oppenheimer – Wikipedia: J. Robert Oppenheimer (born Julius Robert Oppenheimer; April 22, 1904 – February 18, 1967) was an American theoretical physicist who served as the director of the Manhattan Project’s Los Alamos Laboratory during World War II. He is often called the “father of the atomic bomb” for his role in overseeing the development of the first nuclear weapons.

The Real Question

The qualities of commitment, support and interdependency in teams is wonderful in theory, but how do we get teams to work together without blame, “not-invented here” (NIH) syndrome and under-minding?
How do we implement tools and processes that REALLY last?

The questions is not “what” … the question is “how?”

The Real Problem

Today’s approach to team building, collaboration and problem solving has become reactive. People define a problem, seek feedback (only to support or justify their view) and assume they can now rush off and solve the problem.

The result?

• The real problem never gets solved !
• All the elements of the real problem remain undefined.
• Research, data gathering, and data analysis often have confirmation bias (the challenge of skewed analytics).
• We repeat this process over and over, and create “replication crisis.”
• Finally, experience the realities of the decline in innovation and creativity within our teams and organizations.

Does this sound familiar?

As Human Resource professionals, Visionaries, and Organizational Leaders we seek out solutions to organizational culture and human problems. We find and implement seminars, courses, trainings and certifications to fix the problem.

Yet, does anything really change long-term within the culture?

Do the baby-boomers and millennials start to communicate and relate?

Are the pockets of resistance and control ever addressed within the culture?

Others Have Experienced Lasting Results

AwareComm’s leadership embarked on a journey to re-examine 30 years of successful field research and software development. Their mission was to synthesize core principles, processes, and platforms, integrating proprietary technologies and Dynamic Relational Models™ for Human Understanding. By identifying intelligent parallels with established models from thought leaders like Drucker, Harvard, and Deming, they aimed to address systemic community and organizational challenges. This reevaluation revealed a strong resistance to solution implementation, as communities and organizations often relied on existing problems for survival and profit.

AwareComm® developed a methodology-based algorithm [AI + BI] plus [HI + SI] = eMod-ular Adaptive Intelligence™ (eAdI™) using top-tier technology as well as the philosophy and simplicity of theoretical physics. This unique algorithm integrates multiple disciplines to recognize and resolve eMod-ular Adaptive Resistance™ (eAdR™) and equip people with the aptitude to uncover and discover their inherent eMod-ular Adaptive Intelligence™ (eAdI™).

• AI – Connect Perception and Insight as Causation
• BI – Optimize the Flow of Assets for Creativity Effectiveness
• HI – Observe and Understand Duality of the Human Experience
• SI – Apply Universal Spiritual Principles to Implement Cause and Effect

How does the AwareComm® Ecosystem and AwareComm’s approach focuses on understanding the WHOLE problem – from a culture-orientated approach?

• We define a problem
• We develop a complete answer
• We implement practical sticky solutions

AwareComm® now offers the Team Culture and Implementation Program, featuring the Organization Culture Value-ation Indicator for pre-test, post-test, and follow-up assessments. Step 1 now incorporated the Culture Value-ation Indicator Assessment to identify and define the core challenge(s).

Many organizations ranging from big to small-midsize Business have experienced this validated process for: assessing the current realities of their organizational culture, implementing a prove program and experiencing long-lasting results.

XXXX

The Culture Value-ation is a tool and a process that brings awareness to what is really going on in your organization. It provides Businesses, Organizations and Schools (BOS) with definable, understandable measurable results.

The Culture Value-ation reflects various Organizational qualities, such as:

• Attitude to Change & Improvement
• Conflict Struggles
• Communication
• Action and Decisions
• Achievements & Priorities
• Customer Service
• Organizational Character
• Organizational Structure
• Organizational Working Environment & Relationships
• Leader Relationships

The Culture Value-ation consists of 2 parts:

Part 1 – Interpersonal Culture Characteristics (Multiple Choice)

The culture of our teams, organizations, families, etc. are made up of the combined perceptions, attitudes, thinking, feelings and behaviors of all stakeholders.

The collective energy of any culture can either advance an organization/group or destroy it. Have you ever seen this happen?

Part 2 – Intrapersonal Characteristics (True/False)

Frustration and anger are normal emotions and are often rooted in an urgency to correct a situation.

At some point, everyone has felt frustrated, angry or just plain fed up. You can’t always express it in the moment, so please take this opportunity to reflect via the following questions.

As you journey through the Culture Value-ation, keep these tips in mind:

• Reflect on your interaction over time and not just isolated events, people or circumstances.
• Select the best answer that describes your experience.
• There are no right or wrong answers.

XXXX

The Organizational Culture Value-ation Indictor is based upon the extensive research of our founder Richard Jorgensen, Ph.D. (hc) who is a renowned expert on “Organizational Change”, the “The Nature of Change” and HOW to achieve organizational and individual “Paradigm Shifts”. Dr. Jorgensen, founder and CEO of Awareness Communication Technology LLC., created the revolutionary software technology called Personal Learning Technology™ (PLT™) with proven results since 1989 that activates awareness thinking. The foundational eMod™ Apps, of the PLT™ Delivery System is proven to “Create Organizational Cultures Responsive to Change”.

Let’s explore a top-level view of what the Organizational Collective Culture and Individual findings will disclose.

Culture is the combined perceptions, attitudes, thinking, and behaviors that people adapt to within organizations. It is the environment – the soil in which relationship patterns are supported and grow. People bring the whole of who they are. Every day organizations are affected by employee contributions and talents and infected with their problems. Culture walks through your door every day.

Your world is dynamic and constantly changing. You respond differently given what is happening for you in different environments, different relationships, different circumstances and learned behaviors.

Compare these two examples:

1. You are working in alignment with your passion and purpose
   a. You have recently landed a new job that allows you to contribute the wealth of your talent and skills
   b. You have the privilege of being mentored by the leading expert in your field who teaches sound principles
   c. You experience visionary leadership that inspires others to join in building a better tomorrow
   
   On the personal side:
   d. You have recently been engaged to the love of your life
   e. Time with your family is loving, supportive and welcoming
   f. You are healthy and live a balanced life
   
2. You feel you have to go to work and you have never examined how your passion and purpose are aligned with your career
   a. You work in a field you are good at, but you have no passion for it because you do not have a sense of meaningful contribution
   b. 12 of a total of 18 of your co-workers have just been laid off in your core team
   c. You worry you are next which is impacting your performance
   
   On the personal side:
   d. You are in the midst of a drawn out ugly divorce of over 2 years
   e. Family time is stressed as your mother is dying and lives over 36 hours away
   f. The stress is impacting your health and wellness

Now, consider how both of these scenarios impact you, your coworkers and your organization. Your cumulative life experiences develop patterns in your perceptions, attitudes, thinking and behaviors which impact your performance and your resulting contribution to the collective organizational health. Everyone has learned behaviors that are cultivated over years of good and bad experiences. The past informs the present.

Have you ever found yourself reacting to certain circumstances with 20lbs of reaction for a 1lb event, which was not what you intended. On a conscious level the reaction does not equate to the situation, and you know it, yet are powerless in changing your patterns. This is due to ingrained non-conscious patterns. 90% of our behavior is a result of what is embedded in our non-conscious mind.

So how does a person create trusting, constructive patterns that result in lasting change for you and your organization? Learning something new is a linear process of unlearning and relearning that embeds in our conscious and non-conscious mind as a series of decisions and experiences. The Organizational Culture Value-ation Indicator is a tool and a process that brings awareness to what is really going on for you and for your organization.

Have You Ever Thought About?

An EKG marks a moment in time and does not preclude or assume you will not have a heart attack after walking out of the examination room. Your family genetic history of heart disease and your lifelong eating and exercise habits all work in concert.

Just like an EKG, traditional psychological assessments mark one moment of time for an individual. What they do not measure is change. What they do not measure are the collective behaviors of an organization nor the understanding of history that has in part created where you and your organization are today.

Traditional testing and assessments have two primary flaws. The first is that answers to questions on the assessments rely on an individual’s subjective perspective. Through introspection it is learned defensiveness/protection to be dishonest. It is well documented that individuals will present their best, what they believe others want to hear and see. A person’s defense systems are up when they are describing or defining themselves. Individuals do not have defenses up when they are describing others or an organization (unless they are under attack) so they are more honest.

The second glaring flaw is that traditional testing generally offers individual measurements posted on scales and rankings of a person’s feelings and reactions to the world. These assessments do not assess all factors that create behaviors which are the perceptions, attitudes, thinking and feelings that constitute behaviors. Rather they are like a thermometer that takes your temperature but does nothing to reduce the fever. Often what happens in most organizations is that outside solutions, such as teambuilding programs are employed to fix the problem. And the problem continues because the root cause is not discovered, and a root cause resolution is not applied.

Another factor to consider is that traditional testing and assessments deliver static interpretations with underlying assumptions that a person is not going to change. In contrast the Organizational Culture Value-ation Indicator enables a dynamic discovery process that increases awareness and facilitates change. An example of how the approaches differ is illustrated by the difference between rule-based and principle-based approaches.

A rule-based approach is rigid and does not allow for personal growth because thinking is not allowed, so as new situations arrive, new rules are created. Whereas principle-based approaches promote thinking as the application of knowledge is transferred to new situations automatically. The Organizational Culture Value-ation Indicator nurtures awareness thinking that is dynamic and facilitates change by enabling you and your organization to move through a process of understanding your findings so you can chart a new course of action.

The Organizational Culture Value-ation Indicator offers both pre and post value-ation with proven eMod™ Apps that creates organizational cultures responsive to change. eMod™ Apps incorporate all the 9 multiple intelligences as defined by Dr. Howard Gardner of Harvard University, differentiated instruction, Blooms taxonomy, Johari’s Window, Right Brain / Left Brain Balance that creates optimum learning environments. Beyond learning theories eMod™ Apps orchestrate a symphony of key sensory dimensions that produces the sweet sounds of accelerated learning, comprehension and retention.

We live in a world of stimulus overload of our senses. Each stimulus is used separately, however unless all of them work together, learning does not occur. For communication to be effective these various dimensions of thinking must be delivered in a specific sequence and interaction must be engaged in order to create an optimum learning experience. Unless all of these elements are blended to create the experience, learning becomes a short-term event rather than becoming an ongoing process with lasting results.

The AwareComm’s proven eMod™ Apps provide insight into an individual’s personal and professional perceptions, attitudes, thinking and behaviors in a way that becomes undeniable and classifies it as it relates to the impact on the environment around them – the organization / group culture.

The Organizational Culture Value-ation Indicator designates meaningful names on specific behaviors so everyone in the organization has a common language and understanding of desired and undesirable behaviors. This creates an awareness of negative behaviors and puts a name on it as unacceptable to the group. This in turn enables behaviors to be talked about and exposes destructive behaviors. The result is the creation of a self-regulating organization.

Many commonly used corporate and business assessments actually promote destructive behaviors as misguided qualities of top performers. What is not fully identified or acknowledged is the sweeping impact, the wide swath of poor performance lying in the fields of long-term implications of the organization’s collective performance.

Organizations formally seduced by these behavioral assessments are no longer satisfied with the short-term gain and long term problems that are created. Organizations are increasingly adopting processes that result in the ability to identify desirable behaviors and have the tools to become self-regulating. As self-control and self-authority are for an individual, self-regulation is the internal governance of the culture.

Remember…People create environments and environments create people. The psychological model believes man creates the environment. The sociological model believes the environment creates man.

People by their very nature want to be seen in their best light. The real strength of power lies clearly in our social makeup, our culture. People perpetuate environments and environments perpetuate a culture. People comprise the whole organization. In order to create powerful self-sustaining, self-regulating cultures a social perspective needs to be adopted.

If the organizational culture supports trust-based, self-regulating interpersonal skills, the organization produces productive and fulfilling team relationships.

If the organizational culture supports fear-based, non self-regulating interpersonal skills, the organization produces unproductive and dysfunctional team relationships. We all bring our well-developed patterns of behaviors into team relationships. These patterns are the result of our beliefs, values, and perceptions.

The Organizational Culture Value-ation Indicator starts with the collective cultural perspective.

The collective findings of the set of 25 questions provide insights into four global patterns: resisting, controlling, independent and interdependent. Each pattern reflects specific perceptions, attitudes, thinking and behaviors.

We are able to see the cultural devaluation of the organization and grant all participants with the ability to recognize dysfunction with a common vocabulary distributed throughout the culture. This information produces the foundation for self regulation. As you learn more about yourself and the collective findings of your organization, you will start to identify patterns of interpersonal skills that create trust-based and fear-based organizations.

You and your organization will have the tools to no longer have to argue or beat down the wall of denial; it will crumble by the mere fact of exposure to the truth, with no fighting, no arguing, no confronting, and no confrontation.

Fear-Based or Trust-Based Patterns

Four key global patterns, resistant, controlling, independent and interdependent determine a myriad of specific perceptions, attitudes, thinking and behaviors that are either fear or trust-based. As we blend our perceptions, attitudes, thinking and behaviors, patterns emerge. Perception is the process of attaining awareness of sensory information. Attitude is the disposition with regards to a person or thing. Thinking determines if we are open-minded or exhibit defensive thinking/feelings in mental forms and processes of association. Behaviors are the actions and reactions in relationship to an environment and to people. Behaviors are driven by our conscious and nonconscious mind that is proactive if they come from thought and reactive if they come from emotions.

The perception is the basis that all of our five basic needs for survival, freedom, usefulness, trust and self-identity as described by Maslow (1943) are registered as being fulfilled, real or imagined. Perception is either real or imagined or deception. Deception occurs as a result of omission. Deception is somewhere between real or imagined, conscious or nonconscious needs being met.

Individuals discover they are often a composite of all four patterns (resistant, controlling, independent and interdependent) and shift from one pattern to another depending upon the people, circumstances and environment. Patterns are learned and therefore can be unlearned for lasting change.

We make a clear delineation between structural authority and emotional authority. Structural authority refers to the formal power and responsibilities assigned to leaders within an organization, dictating how and when tasks are completed. In contrast, emotional authority encompasses the perceptions, attitudes, and emotional responses of individuals towards their roles, leaders, and teams. When structural and emotional authorities are not clearly distinguished, conflicts arise, often leading to misunderstandings and deteriorating team dynamics. Maintaining a clear separation between these two types of authority is crucial for healthy and effective team relationships.

• True Interdependency leads to self-regulating cultures …the goal of every organization.
• Bullying and being passive are NO longer acceptable behaviors.
• Identifying the characteristics that destroy self-regulation and empower self-regulation
  within a culture to invoke behavioral change.

Your Organization’s Collective Profile

The Organizational Culture Value-ation Indicator enables a dynamic discovery process that increases your awareness of patterns as you move through a process of understanding your findings. The awareness of which patterns to sustain, maintain and eliminate is part of the process of discovery and the eMod™ Apps.

Pay close attention to your organization’s findings in each category and how the findings apply to your working relationships with colleagues, managers and leaders.

The organization’s collective findings represent the collective culture.

Profile of Your Organizational Collective Perspective:

• Provides a composite of all your customers and employees and leaders in the organization and their collective perspectives of all 25 culture factors

Organizational Current Perspective & Goal

• Number of employees and leaders in Resistant, Controlling, Independent or Interdependent patterns

Organizational Current Perspective Divide

• Percentage of employees in Resistant, Controlling, Independent or Interdependent patterns

Organizational Qualities

• Attitude to Change & Improvement
• Conflict Struggles
• Communication
• Action and Decisions
• Achievements & Priorities
• Customer Service
• Organizational Character
• Organizational Structure
• Organizational Working Environment & Relationships
• Leader Relationships

What have you learned about your organization? What do you want to change in your organization?

Your Individual Profile

The individual findings represent your profile of culture. Please refer to your companion findings document for:

Profile of Your Individual Organization Perspective (Customer, Employee & Leadership)

• Provides your individual perspective on all 25 culture factors

Individual Perspective on Organizational Qualities

• Attitude to Change & Improvement
• Conflict Struggles
• Communication
• Action and Decisions
• Achievements & Priorities
• Customer Service
• Organizational Character
• Organizational Structure
• Organizational Working Environment & Relationships
• Leader Relationships

Pay close attention to your overall in each category and how the descriptions and findings apply to your working relationships with colleagues, managers and leaders.

What have you learned about yourself? What do you want to change?

What To Do……… About What You Have Learned

The Organizational Culture Value-tion Indicator enables your organization and individuals to view the collective perceptions, attitudes, thinking and behaviors of the organization.

Our next step is to move into the benefits for you and your organization in creating and enhancing trust-based interpersonal skills with existing employees through the proven eMod™ App Software-Courseware “Creating Organizational Culture Responsive to Change” resulting in:

• improved creativity and productivity
• improved conflict resolution
• reduced resistance to implementing change
• improvements in internal efficiency
• improved vendor relationships and customer relationships
• increased sales
• cost reduction
• increased profitability

The journey of lasting change begins with the decision to take action!

Initiating the Private Preview of the
Culture Value-ation Indicator
The Newest Addition to the AwareComm® Ecosystem

So, are you ready for a sneak peak? Experience the first few questions of the Culture Value-ation Assessment, after which would love to have a conversation about:

• How you can implement this valuation in your organization
• How this might provide a pilot program for your organization

hh

xxx

hh

xxx

Additional Opportunities of Engagement

Your Content Enhanced with AdI™ DRMs™ and Principles and Published as eMod Apps™ –
AwareComm’s No-Code eMod™ Publishing

AwareComm® offers the opportunity to infuse AdI™ content, principles, and models into the organization’s existing content (training, marketing, etc.) using AwareComm’s No-Code ePublishing Software including the creation of eMod Apps™ as well as the branding and configuration of the eMod App™ menus. This integration allows for continuity of message as a foundation for the organization.

Home and Community Outreach Programs
Licensed Copies of eMod™ Team Culture Course

The skills of eMod-ular Adaptive Intelligence don’t just benefit the organization alone. Those same employees bring their skills of adaptive intelligence home to their families, to church with their congregation, to clubs with their fellow members, and to recreation hubs with their teammates.

To support the participants in growing and sustaining their adaptive intelligence, AwareComm® has a Home Outreach Program for selected organizations. This Outreach program equips not only your team with tools for professional development but also includes a home-use license. This allows them to extend the same principles to the environment that most impacts their work ethic and productivity: their home life.

AwareComm® also offers a Community Outreach Program, where selected organizations can match and extend the benefits of the Home Outreach Program by providing licenses to local community organizations. This initiative aims to enhance the well-being and development of the broader community.