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"Because it entails introducing something
new and substantially different from what prevails in existing cultures,
cultural innovation is bound to be more difficult than cultural
maintenance. When innovation occurs, some things replace or displace
others... People often resist such changes. They have good reasons to.
The successful management of the processes of culture change or culture
creation often entails convincing people that likely gains outweigh the
losses".
In their excellent book "The Cultures of Work
Organizations" (1993)( ),
Harrison Trice and Janice Beyer provide
eight considerations to keep in mind when changing organization
cultures:
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Capitalize on Propitious Moments (for example poor financial
performance, making sure people actually perceive the need for
change)
-
Combine
Caution with Optimism (create an optimistic outlook on what the
change effort will bring)
-
Understand Resistance to Culture Change (both at the
individual level [fear of the unknown, self-interest,
selective attention and retention, habit, dependence, need for
security] and at the organizational or group level
[threats to power and influence, lack of trust, different
perceptions and goals, social disruption, resource limitations,
fixed investments, interorganizational agreements]
-
Change
Many Elements, But Maintain Some Continuity (for example
identify the principles that will remain constant)
-
Recognize
the Importance of Implementation (initial acceptance and
enthusiasm are insufficient to carry change forward; a) adoption -->
b) implementation --> c) institutionalization)
-
Select,
Modify, and Create Appropriate Cultural Forms (employing
symbols, rituals, languages, stories, myths, metaphors, rites,
ceremonies)
-
Modify
Socialization Tactics (because the primary way that people learn
the corporate culture is through the socialization process at the
beginning of their employment, if these socialization processes are
changed, an organization's culture will begin to change)
-
Find and
Cultivate Innovative Leadership (members are unlikely to give up
whatever security they derive from existing cultures and follow a
leader in new directions unless that leader exudes self-confidence,
has strong convictions, a dominant personality, and can preach the
new vision with drama and eloquence)
Compare with the Eight Considerations
towards Changing Organizational Cultures:
Levels of Culture
|
Cultural
Intelligence |
Change Management
Iceberg |
Change Phases |
Six Change Approaches
| Force Field Analysis |
Core Groups |
Planned Behavior
| Organizational
Learning |
Leadership
Continuum |
Change Model Beckhard |
Contingency Theory |
Groupthink |
RACI
More management models
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