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High Performance Organisations: Action Orientation

High Performance Organization (HPO) success factor: Openness and Action Orientation

Aspects of openness and action orientation

The HPO factor that emerged from the research is…

an open, action-oriented organizational culture.

In an effective HPO everyone devotes much time and attention to communication, exchange of knowledge and learning in order to think of new ideas with which they can continuously improve their work performance in order to raise team building, team work raise organizational performance up to a higher level.

This HPO factor has 6 core characteristics.

Managers of an HPO stimulate interactive internal communication (“an open dialog”) with the members of the organization so that free and continuous vertical information exchange can take place. And that everyone can express themselves, create a simple and flat organization, develop new communication channels, stress the importance of informal contacts, regard communication as a responsibility of senior management and propagate what the strategy and achieved results are.

Members of an HPO devote a lot of time to sharing information, knowledge and best practices within the entire organization so that free and continuous horizontal information exchange takes place, a culture of transparency, openness and trust is created, mutual understanding is promoted, integrity and openness in all interactions with others prevails, cooperation with others is furthered and the use of new ideas and knowledge is stimulated.

Managers and leaders of an HPO involve members of the organization in important business processes such as developing a vision and organizational values, interactive discussions about strategy and the decision-making process and shaping the future of the organization together with members of the organization, which creates an adult relationship between employees and management.

Managers of an HPO allow for the making of mistakes by:

  • letting members of the organization take risks and letting them experiment,
  • regarding mistakes as opportunities to learn,
  • being tolerant of failure and setbacks,
  • not punishing the bearers of bad news but rather rewarding them,
  • reprimanding people who cover up mistakes
  • and themselves experimenting and taking risks.

Managers of an HPO stimulate and welcome change and improvement by continuously striving for renewal, intentionally further developing their own flexibility and that of members of the organization, being agents of change, always supporting renewal and creativity and being visibly involved in this personally and for the organization.

An HPO has:

  • a performance-oriented organisational culture,
  • combats inertia and complacency,
  • creates a winning way of thinking (mindset),
  • sets up the organization so that it can excel in everything it does,
  • stimulates members of the organization to get the best from themselves, their people and their organizational unit so that a mutual strategic mindset is created at all organizational units
  • and everyone understands how individual members of the organization, teams, departments and divisions can contribute to the culture of excellence in the organization.

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