Changing Organization Cultures[组织文化变革法]

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变革组织文化时必须考虑的八个要素。 Trice和Beyer的Changing Organization Cultures[组织文化变革法]解析。 (‘93)

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“由于变革意味着引入与当下组织文化迥异的新鲜事物,文化创新往往比文化维系更为艰难。 当创新发生时,新的事物就会覆盖或取代旧的事物, 而人们常常会对此变化采取抵抗行为, 当然,他们这么做有他们的充足原因。 所以,文化变革或文化创新要想取得成功,就一定要让员工信服,变革带来的收获要比损失多。”


Harrison Trice和Janice Beyer在《工作组织文化》(The Cultures of Work Organizations)一书中,就组织文化变革需要考量的因素,提出了八项建议。


组织文化变革八要素

  1. 选择有利时机。 如财务表现极差时, 让员工感到变革确有必要、势在必行。

  2. 既谨慎又乐观。 对变革前景要持有乐观态度。

  3. 了解变革阻力。 要从个体与组织两个层面来了解文化变革的阻力,个体层面的阻力有:对未知事物的恐惧感、利己主义、选择性注意力与保持力、旧有习惯、依赖感、安全感等等;组织层面的阻力有:权力和影响力的威胁、诚信缺失、不同的认知与目标、社会分裂、资源有限、固定投资、跨组织合作等等。

  4. 大刀阔斧变革的同时,保持有关成分的连续性。 原有的一些原则仍然有效实用的话,可以保持不变。

  5. 充分认识贯彻执行的重要性。 只有口头认同与满腔热情是远远不够的,推动变革必须要有切实行动:

    • 采取变革方案;
    • 贯彻执行方案;
    • 形成制度化、专门化。
  6. 选择、修改乃至创造适当的文化形式。 如符号、语言、故事、神话、比喻、礼仪、礼节、或庆典等。

  7. 调整衍化策略(Socialization Tactics。 员工从进入企业的那一刻开始,就潜移默化地学习了解企业文化, 因此,如果这一学习过程发生了变化,企业文化也会做出相应变化。

  8. 发现、培养创新型领导。 员工往往不会主动放弃既有的稳定感和安全感,追随领导走向新的征途,除非领导有强有力的人格魅力与自信,并能够运用雄辩的口才和表演技巧,向他们展示变革的美好愿景。

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


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比较:   Levels of Culture[文化层次]  |  Culture Types[文化类型]  |  Cultural Intelligence[文化智能]  |  Organizational Memory[组织记忆]  |  DICE Framework[DICE架构]  |  Change Management Iceberg[变革管理冰山]  |  Servant-Leadership[仆人式领导]  |  Appreciative Inquiry[肯定式探询]  |  Positive Deviance[正向偏差]  |  Change Phases[变革阶段]  |  Six Change Approaches[六变革法]  |  Force Field Analysis[力场分析法]  |  Core Group Theory[核心组理论]  |  Theory of Planned Behavior[计划行为理论]  |  Organizational Learning[组织学习]  |  Leadership Continuum[领导连续体]  |  Change Model Beckhard[Beckhard变革模型]  |  Contingency Theory[权变理论]  |  Groupthink[团体迷思]  |  Spiral of Silence[沉默的螺旋]  |  Forget Borrow Learn[遗忘借用学习法]  |  RACI[RACI模型]  |  Positive Deviance[正向偏差]


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