Consideraciones para Cambiar la Cultura de Organizaciones

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Resumen

“Porque representa introducir algo nuevo y substancialmente diferente en las culturas existentes, la innovación cultural es (...) más difícil que el mantenimiento cultural. Cuando ocurre la innovación, algunas cosas substituyen o desplazan a otras… La gente se opone a menudo a tales cambios. Esta gente tiene buenas razones para hacerlo. La exitosa gestión de los procesos de cambio de la cultura o de creación de una cultura, exigen a menudo, convencer a la gente de que las ganancias probables compensara sus pérdidas”.


En su excelente libro “The Cultures of Work Organizations", Harrison Trice y Janice Beyer proporcionan un número de ideas que usted debe, recordar y considerar, cuando usted está cambiando la cultura de una organización:


Ocho consideraciones a tener presente al cambiar la cultura de una organización

  1. Capitalice los momentos propicios. Por ejemplo: pobre desempeño financiero. Cerciórese que la gente realmente percibe la necesidad del cambio.

  2. Combine precaución con optimismo. Cree una perspectiva optimista con respecto a lo que traerá el esfuerzo del cambio.

  3. Entienda la resistencia al cambio cultural. En el nivel individual [miedo a lo desconocido, defensa de intereses propios, la atención y la retención selectiva, el hábito, la dependencia, la necesidad de seguridad] y en el nivel organizacional o grupal [las amenazas al poder y a las influencias, falta de confianza, las diversas percepciones y metas, conmoción social, las limitaciones de recursos, las inversiones fijas, los acuerdos interorganizacionales].

  4. Cambie muchos elementos, pero mantenga una cierta continuidad. Por ejemplo, identifique los principios que seguirán siendo constantes.

  5. Reconozca la importancia de la puesta en práctica. Aceptación y entusiamos iniciales son insuficientes para llevar el cambio a cabo:

    • adopción
    • puesta en práctica
    • institucionalización.
  6. Seleccione, modifique, y cree las formas culturales apropiadas. Empleo de símbolos, rituales, idiomas, historias, mitos, metáforas, ritos, ceremonias.

  7. Modifique las táctica de sociabilización. La principal manera en que la gente aprende la cultura organizacional es a través del proceso de sociabilización vivido al inicio de empleo. Debido a eso, si se cambian estos procesos de la socialización, la cultura de una organización comenzará a cambiar.

  8. Encuentre y cultive el Liderazgo innovador. Los miembros son poco proclives a dejar cualquier estabilidad asegurada derivada de la cultura existente y no ser que el líder exude confianza en sí mismo, tenga convicciones fuertes, una personalidad dominante, y pueda predicar la nueva visión con drama y elocuencia.

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


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Compare las ocho consideraciones para cambiar la cultura de organizaciones, con:   Niveles de Cultura  |  Tipos de Cultura Corporativa  |  Inteligencia Cultural  |  Memoria Organizacional  |  Marco de Evaluación DICE  |  Gestión del Cambio Iceberg  |  Liderazgo Servidor  |  Indagación Apreciativa  |  Desviación Positiva  |  Las fases del Cambio  |  Seis Aproximaciones sobre el Cambio  |  Análisis del Campo de Fuerzas  |  Teoría del Grupo Central  |  Planned Behavior  |  Aprendizaje Organizacional  |  Modelo del Liderazgo Continuo  |  Modelo de Cambio Beckhard  |  Teoría de la Contingencia  |  Pensamiento de Grupo  |  Espiral del Silencio  |  Olvidar, Tomar Prestado y Aprender  |  RACI  |  Desviación Positiva


Vuelva a matriz general de categorías: Cambio y Organización  |  Comunicación y Habilidades  |  Ética y responsabilidad   |  Recursos Humanos  |  Liderazgo  |  Gerencia de Programas y Proyectos


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