Why you should Change an Organizational Culture Slowly

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It is normally advisable to proceed slowly / gradually when attempting to change an existing organizational culture. Reasons for not changing organization cultures fast / abruptly are that the RESISTANCE TO SUCH CHANGE is likely to increase if: 1. The changes are more comprehensive or faster; 2. The changes intervene deeper in the private life of people; 3. The people involved are less aware of the reasons for the change; 4. The current culture is stronger. (...) Read more? Sign up for free

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		Why You Should Change an Organizational Culture Slowly Graham Williams, Management Consultant, South Africa, Premium Member
	The larger the organization, the more likely will there be a variety of sub cultures - and changes need to occur (if not in tandem) then certainly congruently and in step. When people in an organisation have embedded artifacts, processes, beliefs, ways of behaving - the shifts here may take time, people will experience loss in various forms; and there is sometimes merit, as the changes are shepherded through the organisation, in going at the speed of your slowest sheep to avoid negative disruption...

		Stress Levels Will Be Under Control srinivas, Lecturer, India, Member
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		Changing Culture Carefully Maurice Hogarth, Consultant, United Kingdom, Premium Member
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		Good Luck on Changing a Culture Warren Miller, CPA, CFA, United States, Member
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		Good Luck, Indeed: Cultural Transformation is crap. Tom Wilson, HR Consultant, United States, Member
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		The SIZE Is More Relevant than the PACE of the Change Javier Elenes, Business Consultant, Mexico, Member
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		Careful Dance of (Culture) Change... Gregory Johnson, Coach, United States, Premium Member
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		Big Change / Small Changes Considerations Samuell Yew, Project Manager, Malaysia, Member
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		Size and Complexity Affect the Pace of Culture Change Steven Keleman, Ed.D., Management Consultant, United States, Member
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		Why You Should Change an Organization Culture Slowly Graham Williams, Management Consultant, South Africa, Premium Member
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		The Personality Matters Iraklis Goniadis, Business Consultant, Greece, Member
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		Sub-cultures in Different Departments Qazi Ata, Consultant, Pakistan, Member
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		Culture (Change) Can't be Done Quickly Abdourahmane DIOP, Management Consultant, Senegal, Member
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		Contingency Planning and Cultural Resilence Tom Wilson, HR Consultant, United States, Member
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		What are we Trying to Change Anyway? David Figuera, Consultant, Venezuela, Member
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		Change is Constant - Whether Slow or Fast! Mallika T R, Manager, India, Member
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		Changing Organization Cultures is Needed Graham Williams, Management Consultant, South Africa, Premium Member
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		Lessons Learned About the Need to Change an Organizational Culture Slowly Jaap de Jonge, Editor, Netherlands
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		The Leadership Process is the Key Jose Luis Roces, Professor, Argentina, Premium Member
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		Speed - versus - Surviving William E. Linzey, Business Consultant, United States, Member
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		Organization Culture Sometimes Changes very Quickly Gary Wong, Consultant, Canada, Member
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		Cultural Evolution or Trauma Maurice Hogarth, Consultant, United Kingdom, Premium Member
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		Is the Existing Culture Toxic, Poor, Bureaucratic or Flexible and Innovative? David Wilson, Manager, Canada, Premium Member
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		Size, culture and complexity. Mariano Talanchuk, HR Consultant, Argentina, Member
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		Reply to David Wilson William E. Linzey, Business Consultant, United States, Member
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		Culture is Deep-Rooted Michael Norris, Director, United States, Member
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		Change of Organizational Culture Molokanova, Professor, Ukraine, Premium Member
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