ABSTRACT
In order to illustrate how we use the cultural transformation tools’ cultural values assessment (CVA) instrument to measure the consciousness of an organization, let us examine a real example. It is a manufacturing company—let us call the company Flexite. To simplify matters, we are only going to look at the results for the senior management group (53 individuals)—the top team and their direct reports. We usually recommend that organizations begin by mapping the values of the most senior group of managers before they map the values of employees. This is important for two reasons. The senior leadership group must be aware of the scope and depth of the cultural issues, and be willing to do something about them, including committing to their own personal change, before the rest of the employees are involved in a values assessment. If the senior group is not willing to commit to a change in their behaviors, then the culture will not change. In such a situation it would be counterproductive to involve all employees in a cultural values assessment.
