Quantitative results are provided from responses received from the 2008 OCAI survey study.
From a quantitative perspective, a total of 1,284 usable OCAI survey results was captured.
The OCAI survey results shown in Figures 1, 2, and 3 illustrate that both DoD military and civilian personnel indicated a strong preference for a change in leadership style--from the more rigid (market) and bureaucratic (hierarchy) approaches, to approaches that balance family (clan) and risk-taking (adhocracy).
In addition, the OCAI provides the means to assess the skills of library leaders and managers who plan to engage in a culture change and if necessary provide staff development and training to facilitate success.
The OCAI is a means to prepare organizational members for the stresses and opportunities that arise from implementation of change and provide them with a voice in selecting the preferred futures.
The OCAI can detect dysfunctional departmental or institutional cultures and can be used to develop people as change agents as well as create supportive environments.
The OCAI is an instrument that can reveal underlying cultural assumptions that might derail or sabotage a library's emerging consensus or vision for the future.
This article's quantitative data analysis was derived from received OCAI survey responses to the 12 questions, each with four options.
Table 2 provides a summary of all 1,284 usable OCAI surveys for mean average and standard deviation based on a comparison between the military and civilian sample populations across the four culture quadrants.
Table 3 provides a summary of all 1,284 usable OCAI surveys for mean average and standard deviation based on a comparison between the military and civilian sample populations across the four culture quadrants.
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