Transcript The cultural aspects of change

The cultural aspect of
change
David Williams
IIM National Conference
13 August 2007
In scope
 Change
management methodologies
 Organisational culture
 leveraging the culture of an
organisation to manage change
 Building the capability to change
 Case studies
Out of scope
 IT

change management
how to change organizational culture
Change management
 Change
management is a
structured approach to change in
individuals, teams, organizations
and societies that enables the
transition from a current state to a
desired future state.
Change methodologies
 SCM
=T+E≥S
 Systems thinking - Senge
 Organisational development –
Bennis, Argyris, Drucker & Schein
 Lewin’s
3 step process
 Kotter’s 8 step model
 Machiavelli
& Sun Tzu
 Storytelling - Denning
Kotter’s 8 steps
1.
2.
3.
4.
5.
6.
7.
8.
Create a Sense of Urgency
Pull Together the Guiding Team
Develop the Change Vision and Strategy
Communicate for Buy-in
Empower Others to Act
Produce Short-Term Wins
Don’t Let Up
Create a New Culture
Culture
 Is
learned
 Is shared
 Consists of sub-cultures
 Is a coping mechanism
culture vs change
What does culture look like?
Artifacts
Ceremonies
Language
Behaviours
Stories
Customs
The core of a
culture lies beneath
the surface
 Attitudes
 Assumptions
Beliefs
Values
Fears
Fear
 Fear
 Fear
 Fear
 Fear
 Fear
of
of
of
of
of
not being liked
the unknown
not being valued
not belonging
losing control
Using fear
 Defence
of Britain during WWII
 Invasion of Iraq
 Children overboard
 Tampa incident
 McCarthyism
 Vietnam war
 Palmer report
 AIDS, drinking and smoking campaigns
Using fear
Poor record keeping
Belonging
 Collectivism
 Social
Identity
 Groupthink / bandwagon effect
 Herd behaviour / swarming
 Collective intelligence
 The "Hundredth Monkey Effect"
Integration
COMMITMENT
DENIAL
Understanding
Denial
Experimentation
Shock
Frustration
Acceptance
RESISTANCE
EXPLORATION
Stakeholder analysis
 Who
are the key stakeholders?
 What is their level of influence?
 What threats/risks does the change pose
to them?
 what would they need to support the
change?
 What is the best way to engage them?
Using effective style
 Determining
preferred style
 Knowledge utilisation approach
 Organisational Development
approach
 Democratic approach
 Systems approach
 Charismatic leadership
Storytelling
 The
role of storytelling
 Using narrative to ignite action
 Building trust
 Instil organisational values
 Encouraging collaboration
 Transmitting knowledge
 Taming the grapevine
 Creating and sharing the vision
Springboard stories
 Typical
and familiar
 Quirky, captures attention
 Embodies the change proposed
 Real examples
 Brief and to the point
 Has a happy ending
 Sparks new stories in the listeners
Leveraging culture
 Don’t
try to change the culture
 Become aware of the environment
 Consult and include stakeholders
 Build coalitions & make belonging
attractive
 Be authentic
 Tell stories that resonate and enlighten
 Set super-ordinate goals
Building capability
 State
a shared vision
 Develop policy, tools and procedures
 Build templates and infrastructure
 Conduct training and tell stories
 Deliver quick wins
 Provide recognition and reward
People will change when
They see a need to change (not always
rational)
 They know what is expected
 They are involved actively in the change
process
 They are supported through the change
process - Change can be stressful and painful
 Their beliefs, values and identity are not
threatened

References
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Charles W. L. Hill, and Gareth R. Jones, (2001) Strategic Management 5th Edn, Houghton
Mifflin, MeansBusiness, Inc.
Hofstede, G. (1980) Culture's Consequences: International Differences in Work Related
Values, Beverly Hills, CA, Sage Publications
Deal T. E. and Kennedy, A. A. (1982) Corporate Cultures: The Rites and Rituals of Corporate
Life, Harmondsworth, Penguin Books.
Handy, C.B. (1985) Understanding Organizations, 3rd Edn, Harmondsworth, Penguin Books
Schein, E.H. (1985-2005) Organizational Culture and Leadership, 3rd Ed., Jossey-Bass ISBN
0-7879-7597-4
Black, Richard J. (2003) Organisational Culture: Creating the Influence Needed for Strategic
Success, London UK, ISBN 1-58112-211-X
Kotter, John. 1992 Corporate Culture and Performance, Free Press; (April 7, 1992) ISBN 002-918467-3
Denning, Stephen (2205) The leader’s guide to storytelling, John Wiley and Sons
Michaelson, G. A. (2001) Sun Tzu – the art of war for managers, Adams Media Corporation
Silverman, L. (2006) Wake me up when the data is over, Jossey-Bass
Cohne, D. and Prusak, L. (2001) In good company – how social capital makes organisations
work, Harvard Business School Press
Kotter, J. & H. Rathgeber, (2007) Our Iceberg is Melting – changing and succedding under
any conditions, St Martins Press.