Culture Change and Coalitions

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Culture Change and Coalitions
Dr. Luis De La Cruz, Professor, United States

The drive for control of scarce resources forces a political frame in the process of a culture change among groups with diverse interests. The dominant coalitions (old guards, stewards, partisans) play a role in the directions of change. The old guards resist it, the stewards negotiate it, and the partisans buy it from those who use referent, expert, or personal power or any combination. The haggling and side payments are inevitable in power playing including the abuse of power and influence strategies to deter, or promote change in appearance, or significant change. Change is a byproduct of a bargaining process where traffic of influence is more relevant than power.

Culture Can Be Influenced
Kuiper, Management Consultant, Netherlands
I understand that in your opinion attempts to change culture are futile. It is up to coalitions and their "traffic of influence". This is certainly not my experience. Engaging staff in vision, mission, strategies and values at their level definitely changes culture though not overnight. May be you can clarify.

Culture Can Be Influenced
Dr. Luis De La Cruz, Professor, United States
Strategy, structure, and technology change organizational cultures. Sales need flexibility, autonomy, and so are self-managing teams; but operators need routines, sops, micromanagement. Closed systems are controlled but open systems are not. How do people in the same organizations coexist with different operational cultures without bargaining for power and influence? The eros of bringing people together (unified culture) is lip service to the gains from mass perception of corporate culture, a campaign to sustain underlying control. Vision and mission statements are tools in such campaign; they change to remain current with the times. Should principles and ethical values change for currency's sake?

Culture Can Be Influenced I Think
ivy oforiwaa adu, Student (University), Ghana
Looking at our system now because of what is new and what is changing because of technology, any change in an organization should be made known to all employees. Culture I think can be changed but can't be changed for good. Every company has a unique culture that others cannot copy which helps them to achieve its objectives. Engaging employees or subordinates in strategy, mission and even decision makinking can change a culture because we all have different ways of looking at things. Culture can be changed but make sure it is being changed not for brass but for gold.

Situational Culture Change
Dr. Luis De La Cruz, Professor, United States
The culture of an organization is the culture of the organization' s founders. The transferred rituals, symbols, beliefs, principles, and values from the original owners make up the organization traditional culture. This one is difficult to change, is essential to its identity and history is part of it. The situational culture is episodic, being a leader could be modified to being a fast follower and then modified to be a leader again. Change, technology, competition, and uncertainty pressures change situational cultures. Why? Control of resources, vested interests of dominant coalitions and time deadlines for turnarounds. This type of culture change updates visions, missions to fit the moment. The underlying functional subcultures and external influential cultures such as unions are not going to follow situational culture changes. There is too much uncertainty in new things.

Organizational Culture
R Sreenivasan, Teacher, India
Multicultural management. Organisation culture is nothing but the dominant values espoused by an organization.

Culture Can Be Changed
ivy oforiwaa adu, Student (University), Ghana
Changing the organizational culture does not mean changing everything totally, no way. I still stand by the point I made sometime ago and this is because there is time for everything on this earth. If there is the need to change our culture because of technology we have to.
There can also be situations where we need to change the culture before we can achieve an objective. Maintain the ones which are good for the organization and change the others through motivation, inspirational speeches and so on.

Change and Culture Conundrum
Dr. Luis De La Cruz, Professor, United States
Transfiguring culture into a channel for change in a century categorized by rapid and sudden change in technology and socio-economic structures while recognizing the lengthy timelines for changing a culture is another organizational myth. The speed of management response to competitors with emerging technologies, hybrid structures, and anticipated risk allocations determines the degree of leadership and revenue losses the organization can bear. There is no room for good or better, gold or brass, inspiration or idealism. Pragmatism reigns and without quid pro quo cooperation is wishful thinking. Diversity encourages differences in thinking processes but also in distributive justice. People are not longer co-depending; information has made them aware of their interdependent role in business activities. From the generation x and forward; the power of a postmodern collective shifted from the employer (provider) to employee role (receiver) pendulum to employee (collaborator) role to employer (in-need) role.

Change Stages
Ron McFarland, Project Manager, Japan
Luis de la Cruz mentions the "old guard", "stewards", and "partisans". For change, I'm learning several steps are required to be successful.
1. identify who is who (old guard, stewards, partisans).
2. start with a small nonthreatening project.
3. Recruit the partisans into the project.
4. Keep the project small and confidential to all others, particularly the old guard.
5. Put on a small pilot prototype (demonstration or sample).
6. After the success of the pilot demonstration, possibly put on a second small pilot run.
7. Then, once the project has been successfully executed/presented at least once/twice promote those successes to the stewards that this can be done universally.
8. Let the old guard learn about these successes indirectly as the will resist it at all cost and must be put into a weakened position.
This has worked for me on at least two occasions and helped build a 30 year career of enjoyable experiences.


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