How STUPID is your organization?

29 March 2017

29 March 2017

Gwynt has developed an online assessment that reveals the current organizational culture and discusses behaviors.

No writing thick reports, but real change. An important principle that Gwynt’s staff stands for. Working with the client to take the organization a step further so that it can grow, professionalize and increase job satisfaction. “This is where our strength lies, this is how we can add value in organizations,” said Sander Boek. Nana Looise, like Sander an employee at Gwynt, confirms this. “The enthusiasm of improvement teams I have worked with makes me enjoy going to work every day,” Nana said.

Since its founding in 2005, Gwynt has focused on realizing ambitions for entrepreneurs. Gwynt specializes in what it takes to achieve improvement and realize ambitions. According to Sander, understanding organizational culture is essential to achieving the desired improvement. “We find that conversations about the desired behavior in the organization, by management or between management and employees, are hardly ever held.” In our opinion id precisely this an essential condition for change. To make organizational culture insightful and behavior discussable, Nana and Sander, along with several colleagues, developed the STOER assessment.

What is STUPID?

STOER is the amalgamation of several themes important for an organization to achieve a culture of continuous improvement; Steadily Better, Team, Objective, Ownership and Respect (ed.). “When an organization gets a grip on these themes and starts acting on them together, then an organization can grow, professionalize and develop STAR behavior,” Nana continued. “Because in an organization both employees and managers need to exhibit and discuss STOER behavior with each other, we have developed an assessment to facilitate and facilitate these conversations,” Sander adds.

What is the STOER assessment?

The STOER assessment provides insight into the current organizational culture and behavior, enabling an organization to name desired improvement themes and provide tools to make behavior negotiable. For each STOER theme, several questions have been designed to score the current degree of STOER behavior. Scoring questions on a 5-point scale reveals which themes score high or low. In addition, a high dispersion can also give rise to an exchange of views, as it indicates that there are significant differences of opinion. Example questions within the themes are; “We give open and direct feedback on performance,” “Clear goals are set for my department” or “We behave according to the organization’s norms and values. Completing the assessment can be done online and takes an average of 10 minutes, so little effort can lead to a lot of results. To use this assessment effectively, Nana and Sander recommend that all organizational layers (management, middle management and employee) participate. Nana: “It is precisely the insight differences between management and the employee that need to be brought to the table.” Gwynt anonymizes the assessment results so the answers cannot be traced back to individual persons. “Our experience has shown that anonymizing facilitates conversation about improvement themes and insight differences.” “The STOER assessment has already been successfully deployed several times as a tool within Industry and Retail, and used in improvement projects.

What does the STOER assessment provide?

Does that leave insight and talking points? The STOER assessment is the first step toward a culture of continuous improvement. Based on the insights from the assessment, the Gwynt staff, together with the organization, can determine what interventions are needed and what a follow-up process should look like. Gwynt staff can then provide support in guiding and implementing the necessary steps in these change and improvement processes.

This support ranges from a few trainings or workshops to full implementation projects of 3 to 6 months. Examples include feedback training, support during meetings to increase meeting effectiveness or coaching executives in STOER exemplary behavior. A follow-up process is customized and is always designed together with the organization. In this way, the need and pace of change are jointly determined. However, a culture of continuous improvement and STOOD behavior from employees as well as managers always remains the direction for us, concludes Sander.