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«Культурная инновация (...) более трудная задача, чем сохранение культуры в связи с тем, что она влечет за собой внедрение чего-то нового и существенно отличного от того, что превалирует в существующей культуре. С введением инновации, какие-то элементы заменяют или вытесняют другие… Люди часто сопротивляются таким изменениям. На это у них есть обоснованные причины. Для успешного менеджмента процессов изменения культуры или создания культуры часто требуется убедить людей в том, что вероятные приобретения превосходят потери».
В превосходной книге «The Cultures of Work Organizations», Harrison Trice и Janice Beyer предлагают ряд идей, которые следует принять к сведению, когда вы изменяете культуру организации:
8 соображений для процесса принятия решения об изменении культуры организации.
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Извлекайте выгоду из благоприятных моментов. Например, плохие финансовые результаты. Убедитесь в том, что люди, на самом деле, чувствуют потребность в изменении.
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Совмещайте предосторежение с оптимизмом. Создавайте оптимистическое перспективы относительно того, к чему приведет попытка внедрения изменения .
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Поймите сопротивление к изменению культуры. На индивидуальном уровне [страх перед неизвестным, личные интересы, селективное внимание и удержание, привычки, зависимость, потребность в безопасности] и на организационном или групповом уровне [угрозы власти и влиянию, отсутствие доверия, различные восприятия и цели, социальное нарушение, ограничения ресурсов, вложения в основной капитал, межорганизационные договоренности].
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Измените многие элементы, но поддерживайте некоторую непрерывность. Например, определите принципы, которые останутся постоянными.
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Признайте важность исполнения. Первоначальное принятие и энтузиазм недостаточны для того, чтобы успешно продолжать внедрять изменение:
- восприятие
- внедрение
- институционализация.
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Выберите, модифицируйте и создавайте подходящие культурные формы. Использование символов, ритуалов, языков, истории, мифов, метафор, обрядов, церемоний.
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Модифицируйте тактику социализации. Главным образом, люди знакомятся с корпоративной культурой через процесс социализации на начальном этапе занятости. В связи в этим, если данные процессы социализации меняются, то культура организации также начнет изменяться.
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Найдите и культивируйте инновационное руководство. Маловероятно, что сотрудники поступятся каким-либо стабильным положением в существующей культуре и последуют за лидером в новом направлении, если лидер не продемонстрирует уверенность в себе, не обладает сильными убеждениями, доминирующей личностью и не может разъяснить новое видение эффективно и с красноречием.
Книга: Harrison Trice and Janice Beyer - The Cultures of Work Organizations - 
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 How to Change Bad Norms or Behaviors of your Team?
I read an interesting article about effective ways to change bad norms/behaviors in organizational teams while honoring your fundamental duty with minimal resistance, for example when you're appointed as a new manager of a team that isnt working har...
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How to change unwanted behavior of employees?
Unwanted behavior of the employees does affect the performance of the organization. Ultimately the customer will be dissatisfied.
This, if not managed, will bring the company down. How does one go about changing unwanted behavior of the emplo...
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Cultural Change: from Where Into What?
I miss an important point, from where to change into what? Leaders and managers of today need a tool that they can use to establish the gap. Preferably with the help of a large part of the organisational population. Our Conlibrio Colours of Cultur...
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Organization Culture Change
I am bit involved in changing work place culture. I am active member of various committees formed of employee representatives. I am giving my constructive feedback which is leading to employee satisfaction in the workplace. I am happy that oth...
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Unoffical Leaders and Cultural Change
Managers must identify and ensure unoffical leaders have ownership in the cultural change process of the company. Unofficial leaders are those who have perceptions of authority or have natural leadership within the organization. Ofthen these p...
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Change in 3rd World Countries Vs. Developed World
Although change is a must in an international context, the importance varies in some parts of our world, specially in the 3rd world countries. Here, the speed of change is slow and sometimes there is no change in some countries in the 3rd world count...
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Drift or Step Response Change
In electronic control systems we learn about two types of changes:
- Drift is a gradual change which happens due to small effects of many factors.
- Step response is a major change that happens due to step change signal...
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Culture Change and Coalitions
The drive for control of scarce resources forces a political frame in the process of a culture change among groups with diverse interests. The dominant coalitions (old guards, stewards, partisans) play a role in the directions of change. The o...
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The LEADER's ROLE in Culture Change
The leadership in most cases craft and engineer the culture change. They need to demonstrate the aspects of the new culture. They begin to own and dispense the new ways. A new culture must be learnt and learning is a process. The leader...
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Changing Culture Through Working on TRUST
It is my conviction that in practice changing a culture in a wanted direction starts and ends with the creation of trust-based relations between people and within teams. Trust results in better communication and feedback. How to create trust? One way...
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What is `Organisational Culture`?
None of the post's here initially define what organisational culture is.
To include it: "Communication and behaviour that reflects the virtues, values and beliefs of the group being considered".
Then we must naturally consider the
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Engage People in Vision, Strategy and Culture Change
Some very interesting observations and insights here. I agree totally that the people within the organization have to be engaged in its vision and strategy - and to find their place in it - and how they will contribute. For a culture to exist ...
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Organisational Culture Change
The only way to change organisational culture is to
a) ensure that there is a strong leadership vision and
b) to then engage with the entire organisation, bottom up, around that vision towards defining what factors, principles...
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Изменение организационных культур Специальная группа по интересам
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Изменение организационных культур Образование & Мероприятия
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 How Can we MEASURE Mindset Change?
To successfully change an organisation, one major step is often to change the mindset of the people. I am curious to your insights / knowledge:
1. How can we measure the improvements made on changing the mindset? (interviewing, ob...
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Manipulating Employees?
Is this way of planned dealing with (changing) organization cultures not in fact a way to manipulate the work, minds and values of employees?
If yes, is this manipulation allowed, as changing the culture of an organization can be s...
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Concerns Against Change and their Remedies
According to Ken Blanchard in the article Mastering the Art of Change (Training Journal, January 2010), it is important for leaders to address the f...
Usage (application): Change Management, Organizational Change
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Establishing an Organizational Culture of Perpetual Crisis
An interesting article in the issue of Fortune (Sept. 5, 2005, no. 15) explains how Jong-Yong Yun, CEO of Samsung, is relentlessly building a culture ...
Usage (application): Corporate Culture Best Practice
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Leadership Strategies for Change
In response to the high rate of change failure, Ken Blanchard and his team have developed the Blanchard Leading Through Change program, in whic...
Usage (application): Initiate, implement, develop and sustain change
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Other Organization Culture Frameworks
One reason so many constructs have been proposed is that organizational culture is so vast and inclusive in scope.
Cameron and Ettington (1988), ...
Usage (application): Comparing Organization Culture Constructs
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Strategies to Change Employee Habits, Hearts and Heads
According to J.E. Kee and K.E. Newcomer ("Why Do Change Efforts Fail? What Can Leaders Do About It?", The Public Manager, Fall 2008), the key to chang...
Usage (application): Changing Organization Cultures
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3 Stages of Cultural Change
In his 1994 paper "Leadership and Strategic Intent" Charles E. Smith identified three main stages in the process of cultural change using the Strategi...
Usage (application): Creating Cultural Change with Strategic Intent
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Key Success Factors when you're Designing your Change Management Program
In their article "Making Change Happen, and Making It Stick" (published in the online edition of strategy+business, December 20, 2010), Ashley Harshak...
Usage (application): Best Practices, Change Management, Organizational Change
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Pitfalls and Best Practices in Culture Change
According to Jon Katzenbach and Ashley Harshak ("Stop Blaming Your Culture", strategy+business, Spring 2011, Issue 62), following myths of culture cha...
Usage (application): Changing Organizational Cultures, What to DO and what NOT
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What Change Agents Should I Use?
When choosing between internal or external change agents, organizations should consider following advantages and disadvantages of each o...
Usage (application): Change Management, Organizational Change, Turnaround Management
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Why is Changing an Organization Culture So Hard? The ASA Model (Schneider)
Why is changing an organization culture so difficult? Because, once it is established, a culture has the tendency to strengthen itself, become more ho...
Usage (application): Organization Culture, Culture Change, Corporate Culture, Change Management, Recruitment
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How Transforming an Organization Culture is Like Treating an Addiction
Ferrazi (2014) argues that changing organization cultures and treating drugs addiction have a lot in common. Indeed this
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7 Mechanisms to Change Corporate Cultures
Management can choose from this menu of actions to change a problematic corporate culture:
1. Making a compelling case for why the organi...
Usage (application): Change Management, Organizational Change, Culture Change
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The 7C Framework for Successful Personal and Professional Change
In the article 'Managing Yourself: How to Embrace Complex Change", Brimm (2015) provides a framework of seven Cs that can guide one successfully thro...
Usage (application): Personal Change, Professional Change, Personal Transition, Professional Transition, Embracing Change
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A Closer Look at How Change and Innovation Decisions are Made
Kim, T (2015) elaborates on decision making on "non-routines" or innovations. According to him, non-routines can be seen as innovation in the sense th...
Usage (application): Decision-making on Organizational Change, Innovation Decision-making, Contingent, Participative Decision-making
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PROs and CONs of a Strong Corporate Culture
Implementing a significant change is generally easier when the corporate culture is not strong. By strong Corporate Culture is meant that values an...
Usage (application): Corporate Culture Change, Change Management, Organizational Change
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Новости
решения культура
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Новости
культура изменение
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Видео
решения культура
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Видео
культура изменение
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Презентации
решения культура
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Презентации
культура изменение
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Более
решения культура
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Более
культура изменение
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Сравните с 8 соображениями о изменении организационных культур: Levels of Culture (Уровни культуры) | Culture Types (Культурные типы) | Cultural Intelligence (Культурный интеллект) | Organizational Memory (Организационная память) | DICE Framework (Концепция DICE) | Change Management Iceberg (Айсберг управления изменениями) | Servant-Leadership (Служащий-лидер) | Appreciative Inquiry (Восприимчивое дознание) | Positive Deviance (Позитивное отклонение) | Change Phases (Фазы перемен) | Six Change Approaches (6 подходов к изменениям) | Force Field Analysis (Анализ силового поля) | Core Group Theory (Теория центральной группы) | Planned Behavior (Запланированное поведение) | Organizational Learning (Организационное обучение) | Leadership Continuum (Континуум лидерства) | Change Model Beckhard (Модель перемен Beckhard) | Contingency Theory (Теория обстоятельств) | Groupthink (Групповое мышление) | Spiral of Silence (Спираль молчания) | Forget Borrow Learn (Забыть, занять, выучить) | RACI | Positive Deviance (Позитивное отклонение)
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Больше: Методы, Модели и Теории Менеджмента
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Special Interest Group Leader
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