Överväganden vid Förändring av Organisationskulturer

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Sammanfattning

”Därför att det innebär att introducera något nytt och väsentligen annorlunda från vad som idag pågår, i den existerande kulturen, kulturell innovation, förnyelse är (...) svårare än att underhålla en kultur. När innovation uppstår, så byts några saker ut eller ersätter andra…, Personalen motsätter sig ofta en sådan förändring. Det har de goda skäl till. Den lyckade ledningen för processerna för kulturförändring eller för kulturskapande innebär ofta ett övertygande av personalen att troligen så kommer vinsterna uppväga förlusterna”.


I deras utmärkta bok ”The Cultures of Work Organizations”, Harrison Trice och Janice Beyer erbjuder ett antal idéer som du bör komma ihåg och beakta, när du förändrar kulturen i en organisation:


Åtta överväganden man bör ha i åtanke, vid förändring av organisationskulturer

  1. Dra nytta av fördelaktiga förhållanden. Till exempel ett dåligt finansiellt resultat. Se till att personalen faktiskt uppfattar behovet av förändring.

  2. Kombinera försiktighet med optimism. Skapa en optimistisk syn om vad förändrings ansträngningarna kommer att bidra med.

  3. Förståelse för motståndet till en kulturförändring. Både på individnivån [skräck för det okända, egennyttan, den selektiva uppmärksamheten och kvarhållandet, vanan, beroendet, behovet av trygghet] och på den organisatoriska eller gruppens nivå [hot om makt och inflytande, brist på förtroende, olika uppfattningar och mål, social upplösning, resursbegränsningar, fastställda investeringar, tvärorganisationella överenskommelser].

  4. Förändra många olika beståndsdelar, men underhåll någon form kontinuitet. Identifiera till exempel de oförändrade principerna som kommer att finnas kvar.

  5. Erkänna betydelsen av genomförandet. Initialt godtagande och entusiasm är otillräckligt för att bära en förändring framåt:

    • godkänna
    • genomförande
    • inrättande.
  6. Välja, anpassa, och skapa lämpliga kulturella former. Använda symboler, ritualer, språk, berättelser, myter, metaforer, riter och ceremonier.

  7. Anpassa socialisationstaktiken. Den primära vägen, som personal, lär sig en företagskultur är med hjälp av socialisationsprocessen i början av deras anställning. På grund av detta, om dessa socialiseringprocesser förändras, så kommer organisationens kultur också att börja förändras.

  8. Finna och odla innovativt Ledarskap, Ledning. Medlemmarna ger osannolikt upp sin, vad det än är för en trygg stabilitet de härstammar från i de existerande kulturerna och följer en ledare i de nya riktningarna, såvida inte den ledaren utstrålar ett självförtroende, har stark övertygelse, en dominant personlighet och kan predika den nya visionen med drama och vältalighet.

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


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