Culture Mosaic Survey
An organizational culture survey providing analysis of key dimensions linked to performance.
The Culture Mosaic Survey provides you with an in-depth analysis of your organization’s maturity on a variety of components that have been empirically linked to sustained organizational performance.
The Culture Mosaic Survey is grounded in the belief that achieving and sustaining a high level of performance is dependent on a variety of key behaviors across an organization. These behaviors, in turn, are driven by the underlying beliefs and assumptions that exist within that organization about ”how business should be done”.
Each organization, over time, learns to survive and thrive in their own unique operating environment. Through these successes and failures, groups develop a certain philosophy about what “right” looks like and these ways of doing things have a massive impact on future behavior within the group.
Why a Mosaic?
There are many ways to gather and display data to help leaders create positive and sustainable change in their organizations. The Mosaic Performance Framework takes the most effective of these practices and combines them to provide leaders with the ability to quickly and easily understand robust data sets in order to help them move to action more quickly. Each mosaic report is designed to facilitate intuitive understanding of complex data within and across groups within your organization to provide leadership with the ability to visually see where alignment and misalignment may exist.
A mosaic is comprised of a series of smaller pieces that, when assembled in the correct order, reveal something grander. Our view of organizations is similar- a series of many smaller data points that combine to form a reality. The Mosaic Performance Framework was designed to help leaders focus in on those components of organizational functioning that are empirically linked to sustainable performance.
A Research-Based Approach
The Mosaic Performance Framework is based on our belief that individuals, teams, and organizations must continuously and effectively manage a wide variety of competing tensions and dynamics in order to perform. These dynamic tensions require organizations to place value in different things over time in order to be most effective in responding to and adapting to changes in their environment.
This thinking stems from the Competing Values Framework¹ which suggests that high-performance stems from the ability to effectively manage key aspects of performance that, oftentimes, are at odds with each other. For example, sustainable performance requires the ability to align resources around a clear and compelling path forward (vision, mission, strategy, etc.) while at the same time, ensuring that members of the organizations are equipped to deliver.
The Competing Values Model can be applied to any organization regardless of sector, industry, or organizational maturity.
¹Cameron, K. S., & Quinn, R. E. (2005). Diagnosing and changing organizational culture: Based on the competing values framework (2nd ed.). San Francisco, CA: Jossey-Bass.
The 12 Dimensions of the Mosaic Performance Framework
There are a lot of things that can be measured as an organizational assessment. Our approach in developing the framework was identifying the aspects of organizational functioning that have been empirically shown to drive organizational performance outcomes. Our intent was to distill out the key factors of performance that can be visibly observed in peoples’ day-to-day behavior by others. Doing so allows us to gain insight from members of our client organizations who can report their observations of behavior within the group.
Psychological Safety Component
The highest performing teams have one thing in common – they create a sense of psychological safety amongst the members of their organizations where people feel that they will not be punished for making mistakes. Breakthroughs can only be achieved when team members feel safe enough to speak their minds, take smart risks, and engage in creative thinking.
The team at gothamCulture believes that truly significant and sustainable change is only possible if an adequate level of psychological safety exists amongst the staff and leaders.
Antiracism, Diversity, Equity, and Inclusion Subscale
The optional ADEI subscale is a 19-item assessment that helps leaders gain a detailed insight into the four key areas of antiracism, diversity, equity, and inclusion. Understood in relation to the data collected through the Culture Mosaic Survey, leaders are better prepared to engage in productive and value-added dialogue with the staff and stakeholders in order to drive positive and sustainable change.