Considerations Changing Organization Cultures

Eight considerations to consider when you are changing the culture of an organization. Explanation of Changing Organization Cultures of Trice and Beyer. ('93)

"Because it entails introducing something new and substantially different from what prevails in existing cultures, cultural innovation is (...) more difficult than cultural maintenance. When innovation occurs, some things replace or displace others... People often resist such changes. They have good reasons to. The successful management of the processes of culture change or culture creation often entails convincing people that likely gains outweigh the losses".

In their excellent book "The Cultures of Work Organizations", Harrison Trice and Janice Beyer provide a number of ideas that you should remember and consider when you are changing the culture of an organization:

Eight considerations to keep in mind when changing organization cultures

Capitalize on Propitious Moments. For example poor financial performance. Make sure people actually perceive the need for change.
Combine Caution with Optimism. Create an optimistic outlook regarding what the change effort will bring.
Understand Resistance to Culture Change. Both at the individual level [fear of the unknown, self-interest, selective attention and retention, habit, dependence, need for security] and at the organizational or group level [threats to power and influence, lack of trust, different perceptions and goals, social disruption, resource limitations, fixed investments, interorganizational agreements].
Change Many Elements, But Maintain Some Continuity. For example identify the principles that will remain constant.
Recognize the Importance of Implementation. Initial acceptance and enthusiasm are insufficient to carry change forward:
- adoption
- implementation
- institutionalization.
Select, Modify, and Create Appropriate Cultural Forms. Employing symbols, rituals, languages, stories, myths, metaphors, rites, ceremonies.
Modify Socialization Tactics. The primary way that people learn the corporate culture is through the socialization process at the beginning of their employment. Because of that, if these socialization processes are changed, an organization's culture will begin to change.
Find and Cultivate Innovative Leadership. Members are unlikely to give up whatever secure stability they derive from existing cultures and follow a leader in new directions unless that leader exudes self-confidence, has strong convictions, a dominant personality, and can preach the new vision with drama and eloquence.

Book: Harrison Trice and Janice Beyer - The Cultures of Work Organizations -

Changing Organization Cultures Special Interest Group

Visit the Special Interest Group

Changing Organization Cultures Forum

Recent User Comments

    			 
              - China
  	       
  		     What is the critical element to start?
  	  		 "Culture like habit, if they are already used to the current situation, how to start?"
  			   
  	  		 0

    			 
  			   Karl - Germany
  	       
  		     Manipulating Employees?
  	  		 "Is this way of planned dealing with (changing) organization cultures not in fact a way to manipulate the work, minds and values of employees?

If yes, is this manipulation allowed, as changing the culture of an organization can be such a challenging and crucial task for its survival?"
  			   
  	  		 7

Comment on this Page

Changing Organization Cultures Education & Events

More information?

12manage Premium may contain the following additional information about (the) Changing Organization Cultures :

- Expert Tips and Management Papers -
- News and Videos on this method -

Compare with the Eight Considerations towards Changing Organizational Cultures: Levels of Culture | Culture Types | Cultural Intelligence | Organizational Memory | DICE Framework | Change Management Iceberg | Servant-Leadership | Appreciative Inquiry | Positive Deviance | Change Phases | Six Change Approaches | Force Field Analysis | Core Group Theory | Planned Behavior | Organizational Learning | Leadership Continuum | Change Model Beckhard | Contingency Theory | Groupthink | Spiral of Silence | Forget Borrow Learn | RACI | Positive Deviance

Return to Management Hub: Change & Organization | Communication & Skills | Ethics & Responsibility | Human Resources | Leadership | Program & Project Management

More Management Methods, Models and Theory

12manage for:

Copyright 2009 12manage - The Executive Fast Track. V10.3 - Last updated: 7/5/2009. All names tm by their owners.

Enter a new Tip, Idea, Comment or Question

Enter your Reaction

	● C P Singh (India)	HR Communication	"Yes, These manipulations are allowed and are of course a challenging and crucial task for its survival. Changing organisation cultures brings in new values and creates better challenging opportunities and reduces the immunities and redundancies ingulping the productivity and efficience. This leads to cost optimisation and better results."
	● Khumbo Shaba (United Kingdom)	Flexibility of Employees	"The influence of culture is crucial and must be understood well before making radical changes. Overall, it is necessary to lead by example starting from the top to the bottom of the organisation when it comes to changing certain aspects of culture. Well-documented and easy-to- read or understand standards of business principles or conduct must emphasise the need for cultural balance and flexibility in adapting to cultural change. The process is indeed a gradual one."
	● Joe Lock (USA)	Not Walk the Talk	"Those are clever ways to manipulate employees. However, the employees figure it out and resent it. They see that most leaders don't walk the talk. It is: "Do as I say, not as I do... and by the way, where is my huge bonus?""
	● Kerry Oldfield (Australia)	Opennes, Honesty	"Good point Joe Lock. Surely if we want to empower people we have to deal with them openly. There will be some resistance & it will take some time, but only if we are dealing honestly with employees can we expect acceptance & buy-in. Unfortunately many managers don't want to work WITH people as equals, relying too much on authority which is not the same as power. Therefore low trust, poor relationships etc. This flows onto the way customers are treated by staff. Simple lesson here: opennes, trust, equality, integrity, patience, fairness - all make for a better organisation & results - not really manipulation."
	● Philemon Maboe (South Africa)	Organization Culture and Manipulation	"Since we are from different backgrounds, top management need to manipulate all staff from lowest category to buy into the business strategy. Staff should be conscientized into seeing themselves as business partners. They should therefore be manipulated to believe in the vision, mission and values of the organisation. But managers need to act the same also, I agree with Kerry. Good leaders display and live according to the principles of their organisation. They display the culture and values of their organisations even outside their places of work. How we treat our staff is how they will treat our customers and clients."
	● Aden Ibrahim (Kenya)	Convince Motives are Good	"There are many reasons why people in organization always resist change. I feel it is up to the management to convince and later prove to the staff that they meant good and had no ill motives behind the move (Change). Do not underestimate the resistance, this can make your live unbearable."
	● Ray Chatwin (UK)	Need for Consultative Processes	"I agree with Aden when he says that managers need to show that they have good motives. However, I think that people also need to be convinced that the change is an improvement; in some cases, they can be right that change is a mistake, can't they? Don't forget that people throughout an organization have important positional knowledge that people at the top just don't have. Change decisions therefore need consultative processes that go beyond the tokenistic."
	● Everlyn Kemunto (Kenya)	Middle Level Management	"There can be resistance to change in several management levels. Often the middle level management resistance is overlooked which can derail a change process. Consultative processes for change decisions ought to be all inclusive and not limited to top management."
	● Ibrahim Ado Saidu (Nigeria)	Change Agents and Manipulation	"I quite agree with your explanation on the subject. But, what attributes of the change agents must be applied to ensure that poor employees are not unjustly manipulated in the name of cultural change."
	● Lt Col Prasad SN (India)	Trust and Confidence in the Leader	"Competence, innovativeness, strong personality, smartness and adaptability and all other leadership qualities will pale in comparison to basic leadership qualities like integrity, loyalty, empathy and trust. Trust and confidence in the leader can single handedly lead to successful change management. In addition, the national character can play an important role in the speed with which the employees embrace change. If today Tatas has taken over Corus, it is not only a 'change' but something akin to a genetic mutation leading to change in national character. Because in the known history India has always been invaded, captured, ruled and enslaved and not otherwise."
	● Nigel (UK)	Manipulation = Change	"ALL communication is manipulation. Yes I do mean ALL. Our only reason for communicating is CHANGE e.g. to change someone's mind, convince them about something, help them to see differently, show them that what they did hurt us, let them know that we DO love them, or HATE them - the intention is always CHANGE. Manipulation is change. What makes it 'right' or 'wrong', 'just' or 'unjust', 'allowed' or not, is the moral reason for seeking to make the change - and as such is completely subjective."

Enter your Reaction