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「新しく、大幅に別の何かをもたらすことを勝つものがと既存の文化でそれが伴なうので、文化的な革新は(...)文化的な維持より困難である。革新が起こるとき、ある事は取り替えるか、または転置する他を… 人々は頻繁にそのような変更に抵抗する。彼らはもっともな理由をに有する。文化変更または文化作成のプロセスの巧妙な経営は頻繁に本当らしい利益が損失を」上回ること人々を確信させることを伴なう。

優秀な本「The Cultures of Work Organizationsでは」、ハリスンTriceおよびJanice Beyerは覚え、組織の文化をいつ変えているか考慮するべきであるといういくつかの考えを提供する:

構成文化を変えた場合心に留めておくべき8つの考察

好都合の時を生かしなさい。例えば悪い財政パフォーマンス。変更のための必要性を感知するために人々を実際に確かめなさい。
楽天主義と注意を結合しなさい。変更の努力が持って来るものをに関する楽観的な展望を創造しなさい。
文化変更への抵抗を理解しなさい。個々のレベル[証券のための未知数の恐れ、利己心、選択的な注意および保持、習慣、依存、必要性]と組織でまたは水平に分けなさい[、信頼の欠乏、異なった認識および目的、社会混乱、資源の限定、固定投資、interorganizational一致]。動力を与え、影響を及ぼすべき脅威
多くの要素を変えなさい、しかし継続を維持しなさい。例えば一定している残る主義を識別しなさい。
実施の重要性を確認しなさい。受諾に署名すれば熱意は変更を推進して不十分である:
- 採用
- 実施
- 制度化。
適切な文化的な形態を選び、変更し、そして創造しなさい。記号を、儀式用いること、言語、物語、神話、隠喩、儀式、式。
社会化の作戦を変更しなさい。第一次方法は民を住まわせる企業体質が雇用の初めに社会化プロセスによってあることを学ぶ。そのために、これらの社会化プロセスが変われば、組織の文化は変わり始める。
革新的なリーダーシップを見つけ、耕しなさい。メンバーはそのリーダーが自信をしみ出させなければどんな安全な安定性に既存の文化から得、新しい方向のリーダーに、持ち強い信念、支配的な人格を、戯曲および雄弁の新しい視野を説教してもいい続くあきらめてがまずない。

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

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Changing Organization Culturesフォーラム

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Changing Organization Culturesエキスパートのヒント（英語）

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