“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
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Capitalice los momentos propicios. Por ejemplo: pobre desempeño financiero. Cerciórese que la gente realmente percibe la necesidad del cambio.
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Combine precaución con optimismo. Cree una perspectiva optimista con respecto a lo que traerá el esfuerzo del cambio.
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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].
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Cambie muchos elementos, pero mantenga una cierta continuidad. Por ejemplo, identifique los principios que seguirán siendo constantes.
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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.
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Seleccione, modifique, y cree las formas culturales apropiadas. Empleo de símbolos, rituales, idiomas, historias, mitos, metáforas, ritos, ceremonias.
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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.
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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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Fuentes de Información
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Varias fuentes de información sobre Cambiar la Cultura de Organizaciones. Aquí encontrará powerpoints, videos, noticias, etc. para usar en sus propias conferencias y talleres.
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Organizational Culture and Critical Theory Organizational Culture A detailed presentation, explaining Organizational Culture and Critical Culture.
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What is Corporate Culture? 4 CEOs Share their Views Corporate Culture, Organization Culture, Organizational Culture, Starter for Training / Workshop Arkadi Kuhlman (ING), Tony Hsieh (Zappos), Bernie Marcus (Home Depot), Shelly Lazarus (Ogilvy & Maher) share their views...
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How to Build a Global Organizational Capability? MNCs, Multinationals, Multinational Companies, Globalization, International Leadership Development, Cultural Intelligenc A. How to build a global leadership group in which people can cope with the complexity of working globally?
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Dealing with Strong Resisters Dealing with Resistance to Change, Change Management, Training, Workshop Dr. John Kotter gives remarkable advice on dealing with "No, No, People" (strong resisters in change initiatives).
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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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