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"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 -

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How to change unwanted behavior of employees? "Behavior of the employees does affect the performance of the organization. Ultimately the customer will be dissatisfied.
This, if not managed, will bring the company down. How does one go about <..." |
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Cultural Change: from Where Into What? "I miss an important point, from where to change into what? Leaders and managers of today need a tool that they can use to establish the gap. Preferably with the help of a large part of the organisatio..." |
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Organization Culture Change "I am bit involved in changing work place culture. I am active member of various committees formed of employee representatives. I am giving my constructive feedback which is leading to employee ..." |
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Unoffical Leaders and Cultural Change "Managers must identify and ensure unoffical leaders have ownership in the cultural change process of the company. Unofficial leaders are those who have perceptions of authority or have natural ..." |
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How Can we MEASURE Mindset Change? "To successfully change an organisation, one major step is often to change the mindset of the people. I am curious to your insights / knowledge:
1. How can we measure the improvements m..." |
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Change in 3rd World Countries Vs. Developed World "Although change is a must in an international context, the importance varies in some parts of our world, specially in the 3rd world countries. Here, the speed of change is slow and sometimes there is ..." |
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Drift or Step Response Change "In electronic control systems we learn about two types of changes:
- Drift is a gradual change which happens due to small effects of many factors.
- Step response is a m..." |
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Culture Change and Coalitions "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
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The LEADER's ROLE in Culture Change "The leadership in most cases craft and engineer the culture change. They need to demonstrate the aspects of the new culture. They begin to own and dispense the new ways. A new culture mu..." |
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What is the Critical Element to Start? "When you study the political culture of a country for instance, USSR from Tsarist Russia it took a revolution to change a culture. The only thing that revolutionaries forget is the innate culture of p..." |
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What is `Organisational Culture`? "None of the post's here initially define what organisational culture is.
To include it: "Communication and behaviour that reflects the virtues, values and beliefs of the group being consid..." |
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Organisational Culture Change "The only way to change organisational culture is to
a) ensure that there is a strong leadership vision and
b) to then engage with the entire organisation, bottom up, around tha..." |
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Changing Organization Culture is Hard "Changing the culture of an organization is difficult and seems like a tall order, especially if the organization has been in existence for a while with many long serving employees. How can one..." |
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Changing Cultural Paradigm in Higher Education "We are facing the need to promote the implementation of a quality assurance system and mechanism towards a future dynamic state of continuous improvement (Kaizen) in our higher education manage..." |
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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, a..." |
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Changing Organization Cultures Special Interest Group
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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
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