Managing Change through Cultural Change Sara Banki Sharif University of Technology

Why won’t most change efforts last? Either at individual or organization level? The Big Question

Lewin’s Change Process and Change Problems

…the underlying set of key values, beliefs, assumptions, and norms shared by employees Organizational Culture

Why Culture is Powerful Culture is powerful for three primary reasons: 1. Because individuals are selected and indoctrinated so well. 2. Because the culture exerts itself through the actions of hundreds of thousands of people. 3. Because all of this happens without much conscious intent and thus is difficult to challenge or even discuss.

There is more to change than tasks. It is what’s below the surface that counts!

Culture is invisible Observable Underlying

Observable evidence can provide clues as to culture Symbols Ceremonies, Stories, Slogans, Behaviors, Dress, Physical Settings Underlying Values, Assumptions, Beliefs, Attitudes, Feelings

Values: defines good/bad Role Models: success examples Rituals/Rites: procedures and control mechanisms Cultural Infrastructure: other factors demonstrating culture Four Elements of Culture

Values define good and bad, right and wrong Values define how we act and what has priority in the organization Organizational Values

A value system that does not match the vision Failure to match the daily organizational reality No longer relevant or obsolete Inconsistently applied Values have their own share of problems

New Vision Old Value System New Alignment Extinguishing of new values Status quo Resistance by conforming to old values Vision ≠ Value System

What is said is not always done. Look for values in action not values on paper. Examine the Actual Values

It is hard to put a value system in place when the values are not applied in a consistent fashion Values Inconsistently Applied

Role Models Role Models

What behaviors are associated with success? What behaviors are associated with failure? Living examples of what success looks like Examples of Desired Performance

New Employee Observe Success in Others Emulation Success and Promotion

You need to define what success looks like in the new organization and develop and align new role models (or bring on board the old ones) It Boils Down to Skills and Desire

Have skills Do not have skills No desireDesire Change Leader TrainingA Real Problem Coaching Old Role Model Solutions

Rituals: Procedures and the way things are done Rites: Controlling the procedures, making sure it happens the same way Rites & Rituals

Cultural infrastructure is informal organization structure that shows how each person contributed to the culture Keepers of the faith Story tellers Informal communication channels Symbols and language Cultural Infrastructure

Mentors of the organization They are the face of the organization and distribute culture to newcomers Your task: convince them to mentor new ways. Keepers of the Faith

Historians of the organization Promoting the culture through past stories of ups and downs of the organization Your task: new stories about the new culture Story Tellers

Informal communication system Spreading news that shows uncertainty and anxioty in the organization. Your task – open communication – providing relative information through formal communication channels Informal Communication Channels

Symbols Artifacts that show what matters in the organization Language Technical or general choice of words Your task – make sure everyone understands the language Symbols & Language

Anchoring Change in a Culture  Comes last, not first: Most alterations in norms and shared values come at the end of the transformation process.  Depends on results: New approaches usually sink into a culture only after it’s very clear that they work and are superior to old methods.

Anchoring Change in a Culture  Requires a lot of talk: Without verbal instruction and support, people are often reluctant to admit the validity of new practices.  Many involve turnover: Sometimes the only way to change a culture is to change key people.  Makes decision on succession crucial: If promotion processes are not changed to be compatible with the new practices, the old culture will reassert itself.

Some Questions About Your Organization’s Culture  What are the norms of group behavior and shared values that characterize your organization's culture?  What aspects of culture need to change in order for your change initiative to stick?  What aspects of the culture need to be retained?