Team Tito- OCAI Assessment - MSOD 616

Irena Yordanova, Jordan Glazier, Rachel Purcell, Vikki Dorsey, Terra Stroup, Karen Portillo, Sikin Samji
Team Titos overall OCAI assessment did not reveal meaningful differences between the current
state of the organization and our preferred state. Our overall scores are charted as follows:

Overall summary results for Team Tito can be summarized as follows:
(1) Overall averages for Team Tito showed little variance, however there was variance among
the members of the team.
(2) Without exception, every member of the team believes the current dominate culture is clan
(scores of 42-56), followed by Adhocracy (scores of 21-30). The position of the other two
culture types varied among the team members with some having Hierarchy higher than
Market, while others had the reverse. Scores for Hierarchy ranged from 8 to 18. Scores for
Market ranged from 9-17.
(3) Without exception, every member of the team prefers a clan culture (scores of 28-55),
followed by Adhocracy (scores of 23-31). Similar to the current state, the position of the
other two culture types varied among the team members. Scores for Hierarchy ranged from
7 to 23. Scores for Market ranged from 8 to 25.
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Clan
Adhocracy
Market
Hierarchy
Overall Cultural Profile - Team Tito
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(4) Each participant carried with them personal history that may impact their assessment. For
example, how a team member views the competitiveness of the people in Pi Prime is likely
affected by work experience in highly competitive environments. Any attempt by the group
to normalize these difference was difficult due to the personal nature of the backgrounds.
Part II
Dominate Characteristics: Overall team desired a shift from the clan culture to a
greater focus on an adhocracy culture reflecting a desire for the cohort to be more
innovative/risk-taking. For most of us, we feel personal growth will come from risk-
taking/being challenged and stepping out of our comfort zone. In order to achieve this
shift, we noted the following:
At the individual level: We will look for opportunities to take personal risk
in our studies and work environments.
At the Learning Group level: We will discuss through our check-ins,
moments were we took some personal risk and the outcome.
At the Community level: We suggest implementing more organizational
consulting for more trial and error learning, exploring other non-main
stream theory, and drawing on the experiences from the cohort to check the
things were learning with real world experience. We should continue to
facilitate group discussion, open dialogue and reflection on the learning
environment.
The scores also show a general desire for a less competitive, achievement oriented
environment. This current culture manifested itself during some team projects where the
motivation was to just get it done. In order for this shift to occur, we recommend the
following:
At the individual level: We focus our energy where it has personal meaning
to us and articulate this with the learning groups and other groups we work
with.
At the learning group level: We will decide what reading and projects provide
personal meaning to us and allow division of the work for individual growth.
At the Community level: We recommend doing a better job of taking time for
processing the experiences were having individually and within Learning
Groups. We also suggest being more realistic with the amount of books we
must read in each class and the amount of content we must cover when
together. So far, the current reading load makes it hard to apply the learning
and we often just read to get it done. We agree that the pass fail environment
minimizes the competition since there is not ranking of students based on
academic performance and suggest that continue.

Organization Glue: There was a general feeling that both the current and preferred
culture types be balanced compared to other dimensions. The team did display a general
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Adhocracy
Market
Hierarchy
Dominate Characteristics
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desire to shift toward an organization committed to innovation. This is similar to the shift
we saw in the dominate characteristics. The team also had a desire to shift toward an
organization with formal rules and policies. This reflects the desire to have faculty hold
participants to due dates and timelines rather than the perception of a more loosely run
program. To achieve this shift, we recommend the following:
At the individual level: We set realistic deadlines for ourselves and meet
them. Additionally, we will articulate expectations on team projects to
ensure deadlines are met.
At the learning group level: We will hold each other accountable for the
deadlines.
At the community level: We recommend enforcing deadlines and due dates
with more timely feedback on failing to meet those deadlines. We also
recommend more friendly competition between groups with public
recognition for those who achieve.

Criteria for Success: Overall the team had a desire to shift away from being an
organization whose success is based on the development of human resources with a shift
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Adhocracy
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Organization Glue
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toward the other culture types. While the Clan culture is still significantly dominant in this
dimension, the team desires a more balanced dimension with additional focus in the areas
of creating competitive market leadership (Market) and efficiency (Hierarchy). To
accomplish this shift, we recommend the following:
At the individual level: Continue setting stretch goals via the Strategic
Learning Contract, but also integrating professional goals into the document
to track achievement in the marketplace as theory from school is utilized in
that environment.
At the learning group level: Facilitate open discussion regularly on how each
individual has implemented things learned in school into social and
professional environments and the results of doing so.
At the community level: We recommend that faculty, learning group
coordinators and students sharing stories about how implementing the
models and methods were learning in consulting arrangements has brought
success. We also recommend providing time for physical activity during the
sessions as this activity will allow for more efficient and effective learning.

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Clan
Adhocracy
Market
Hierarchy
Criteria of Success
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