The Data Fluent Culture - Data Fluency: Empowering Your Organization with Effective Data Communication - page 129

Culture can promote successful change and ongoing improvement
efforts —Cultures that support inertia, apathy, and the status quo will
be devoid of innovation, whereas a culture fostering experimenta-
tion, risk-taking, and progress will likely enjoy the benefits of continual
improvement and advancement (Little, 1982; Louis and Miles, 1990;
Deal and Peterson, 1990).

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Culture can build institutional commitment —People are motivated
and feel committed to organizations that articulate their values and core
purposes through a mission that is inspiring and valued (Shein, 1985).

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Culture can increase the focus of employee efforts on what is
important and valued by an organization —Although job descrip-
tions and policies shape employee efforts, the unstated expectations
embedded in the culture have immediate and enduring influence on
individual actions and organizational progress (Deal and Kennedy,
1982; Schein, 1985).

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Although each of these concepts applies generally to organizational culture,
they also offer a rationale and incentive for building a data fluent culture.

LEADERSHIP, CULTURE, AND
COMMUNICATING PRIORITIES

Within every industry sector, a host of leadership skills are necessary to meet
the specific needs of the organization. Yet, the essence of effective leadership
has common practices regardless of the venue. Applying these practices toward
the development of a data fluent organization can be summarized as follows:

1. Set the stage.

Create a clear vision —Leaders must create a clear vision for the
importance of data and how it will be leveraged to increase pro-
ductivity within their organization.

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Articulate clear expectations — Leaders must set and clearly
communicate high expectations for data engagement and fluency
within their organization.

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