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“由于变革意味着引入与当下组织文化迥异的新鲜事物，文化创新往往比文化维系更为艰难。 当创新发生时，新的事物就会覆盖或取代旧的事物， 而人们常常会对此变化采取抵抗行为， 当然，他们这么做有他们的充足原因。 所以，文化变革或文化创新要想取得成功，就一定要让员工信服，变革带来的收获要比损失多。”
Harrison Trice和Janice Beyer在《工作组织文化》（The Cultures of Work Organizations）一书中，就组织文化变革需要考量的因素，提出了八项建议。
组织文化变革八要素
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选择有利时机。 如财务表现极差时， 让员工感到变革确有必要、势在必行。
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既谨慎又乐观。 对变革前景要持有乐观态度。
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了解变革阻力。 要从个体与组织两个层面来了解文化变革的阻力，个体层面的阻力有：对未知事物的恐惧感、利己主义、选择性注意力与保持力、旧有习惯、依赖感、安全感等等；组织层面的阻力有：权力和影响力的威胁、诚信缺失、不同的认知与目标、社会分裂、资源有限、固定投资、跨组织合作等等。
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大刀阔斧变革的同时，保持有关成分的连续性。 原有的一些原则仍然有效实用的话，可以保持不变。
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充分认识贯彻执行的重要性。 只有口头认同与满腔热情是远远不够的，推动变革必须要有切实行动：
- 采取变革方案；
- 贯彻执行方案；
- 形成制度化、专门化。
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选择、修改乃至创造适当的文化形式。 如符号、语言、故事、神话、比喻、礼仪、礼节、或庆典等。
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调整衍化策略（Socialization Tactics）。 员工从进入企业的那一刻开始，就潜移默化地学习了解企业文化， 因此，如果这一学习过程发生了变化，企业文化也会做出相应变化。
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发现、培养创新型领导。 员工往往不会主动放弃既有的稳定感和安全感，追随领导走向新的征途，除非领导有强有力的人格魅力与自信，并能够运用雄辩的口才和表演技巧，向他们展示变革的美好愿景。
参考书： Harrison Trice and Janice Beyer - The Cultures of Work Organizations
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组织文化变革 小组。
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比较： Levels of Culture[文化层次] | Culture Types[文化类型] | Cultural Intelligence[文化智能] | Organizational Memory[组织记忆] | DICE Framework[DICE架构] | Change Management Iceberg[变革管理冰山] | Servant-Leadership[仆人式领导] | Appreciative Inquiry[肯定式探询] | Positive Deviance[正向偏差] | Change Phases[变革阶段] | Six Change Approaches[六变革法] | Force Field Analysis[力场分析法] | Core Group Theory[核心组理论] | Theory of Planned Behavior[计划行为理论] | Organizational Learning[组织学习] | Leadership Continuum[领导连续体] | Change Model Beckhard[Beckhard变革模型] | Contingency Theory[权变理论] | Groupthink[团体迷思] | Spiral of Silence[沉默的螺旋] | Forget Borrow Learn[遗忘借用学习法] | RACI[RACI模型] | Positive Deviance[正向偏差]
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