Organizations that thrive must continually adapt to shifting circumstances in the marketplace and to meet changing customer needs.
Most organizations make change harder than it has to be by allowing some vectors of change to push back against the change effort.
In order to successfully execute change it is critical to know exactly where you are headed, not just at a high level, but with details that help everyone in the business understand how it affects them, their job responsibilities and their own actions. Often, businesses create a series of memos, documents, and communication vehicles that tell the employees about the change. Culture might best be defined as the set of organizational habits that currently exist, and habits are hard to change.
Often organizations profess that they want to operate differently, but leave processes in place that actually inhibit those shifts.
There has to be a strong link between who you want to become as an organization and who you hire to help you get there. Organizational change happens when you understand the process, plan for the momentum shifts, and know what the next steps are. 4th Gear Consulting will help you lead change while building the capabilities that will also help you manage future changes faster than your competitors. Most people dona€™t realise that top managers also go through a change curve, but believe it or not, they are just people to. The reality is that today’s organizations were simply never designed to change proactively and deeply – they were built for discipline and efficiency, enforced through hierarchy and routinization.
Change management is no longer a term that denotes only operational improvements, cost efficiencies and process re-engineering. Experienced senior executive, both at a strategic and operational level, with strong track record in developing, driving and managing business improvement, development and change management.
Hey Torben, as part or unproductive management would you include waning leadership support over time? Some aspects of organizational culture are visible on the surface, like the tip of an iceberg, while others are implicit and submerged within the organization.
The change management iceberg is visualizing the essence of change in organizations: Dealing with organizational barriers.
It’s like trying to build a house without a foundation – it’ll look good for a short while, until the walls fall down!
The elements fit together as an mutually reinforcing system and combine to prevent any attempt to change it.
A very timely presentation for a client that I’m mentoring, experiencing many of the elements of resistance to change. I’ve sat with the GM and we went through your 12 points and uncovered some real fundamental issues not only for the business but also for the GM to deal with in particular The Unknown! For me, there are seven traits that keep culture around, but they’re based on maturity and common sense.
This graphic is excellent, very helpful as I frame discussions with my leaders on a culture change we’re working on.
The model is complex but simple to communicate due to the interrationships and myriads of its linkages can be visibly related. The model is quite complicated but seemingly lack one of the other important element in individual and organizational performance - that of the internal environment which from all indication are the spider-mesh connected blocks. The key element of change is identifying a trigger for change or utilising a crisis to bring about the changes required to be competitive. This model's basic premise is a framework from which organizations can plan, develop, analyze and implement effective organizational change.
In their book "Transforming Public and Nonprofit Organization – Stewardship for Leading Change", James Edwin Kee and Kathryn E. John Connolly, former CEO of Deloitte UK, argues that one of the most critical determinants of organizational performance is culture. Download and edit this 12manage PowerPoint graphic for limited personal, educational and business use. As the chart below suggests, the way that the change is managed can impact the degree to which performance is impacted.  By using a prescriptive methodology, organizations can minimize the amount of performance loss and reduce the amount of time to reach the new, more efficient “new” status quo. Organizational Development ArticlesIntra-team dynamics – Why do we eat our own during organizational change? Organizational change programs often don’t deliver as promised; and that’s not only because they don’t align with the current culture.
Systems theory: entice a critical mass to change behaviors until the organization as a whole reaches a tipping point.
Emergent qualities: discover profits and opportunities that you couldn’t have foreseen or planned.

I started working with organizational culture because I wanted to make a difference, not just a living. People hold the key to successful organizational change because they personally have to change typical behaviors, beliefs, and meaning – or nothing will change at all. To help people become aware of what needs to change on the people side, I often use the Organizational Culture Assessment Instrument (OCAI – developed by Cameron and Quinn) that quickly maps culture.
I use workshops or change circles to hold a dialogue about the “Why and What” but especially about the “How” of change.
Together, we assess our future challenges and goals and discover which culture would be the most effective to help us change and reach our goals. A fascinating part in this dialogue process is to engage in the puzzle of “how to change our daily habits” to help the organizational system change toward the preferred culture and outcome of change.
The real work is to trace those particular details that will make a difference in your organizational system. Culture is visible as “the way we do things around here” but also contains the tacit assumptions, meanings, and automated group interaction patterns.
How can inclusiveness and co-creation revitalize your organization’s change, culture and results?
Some people have more negative experience from organizational change or perhaps have not seen any positive results from changes. Though Karr penned this with a satirical edge, his quotation holds true in today’s corporations. As a result, there’s a mismatch between the pace of change in the external environment and the fastest possible pace of change at most organizations.
Change management has become a much bigger, more interwoven part of the overall business fabric – an embedded leadership requirement that plays into everything. Leaders need to build a change platform – one that allows anyone to initiate change, recruit confederates, suggest solutions and launch experiments. Would like to see the citations – I recognize some of the material but have a hard time placing it. Because these ingrained assumptions are tacit and below the surface, they are not easy to see or deal with, although they affect everything the organization does.
That’s because an organization’s culture comprises an interlocking set of goals, roles, processes, values, communications practices, attitudes and assumptions. Is this all together what is on this iceberg or might find place somewhere under the water? I think that organizational culture is one of the most important factors to handle, along with peoples feelings of uncertainty when it comes to change. I have just used it as part of an article on culture change on my blog, linked to here of course. Such a simple analogy about what you can see and address versus what is hidden and lurking in the depths, unless you consciously go looking for it.
Their variations feel to line up with an article I recently wrote discussing how to keep open source organization culture going. According to complexity theory, complex systems are non-linear, dynamic, adaptive and sensitive to initial conditions. Culture can be a major roadblock to change: pulling people back to their comfortable ways of doing and thinking. Within these change circles, 10 people work on the “what” and the “how” of change, take ownership of their part (instead of obeying to top-down orders), while they benefit from peer support to really DO change and stick with it (even when it’s uncomfortable and tempting to go back to old habits). Other surveys may work but the point is to create a shared reference to get people working on beliefs and behaviors – and a validated survey displays the collective experience instead of luring people into a discussion.
People discover the typical beliefs and behaviors that make up current culture: we translate generalist values into specific, daily behaviors and underlying assumptions that are specific for this team or organization. Together, they solve the how-to puzzle – while eliminating obstacles, influencing each other’s objections and thus together changing beliefs.
She helps leaders, consultants and professionals make a difference at work by positive leadership, inclusive change and cultures of kindness. Regardless, I only recommend products or services I use personally and believe will add value to my readers. These people will probably have a more dramatic reaction to a change than other.We all react when affected by organizational change, but not in the same way or at the same time. The thing is that the organization does not usually hear about the change until top management have been through their reaction phase. How do we get employees and middle management on board as fast as possible?Another problem that the top management has to solve is, how to handle middle management in the process.
Have participants place a film over the questionnaire and mark the top right corner with an a€?Xa€?.

In most of the cases organizational-change failures are driven by … negative employee attitudes and unproductive management behavior. Likewise, organizational change efforts may flounder because of a lack of organizational focus. How much relative effort do you think management should put towards devising cultural strategies compared to the formal strategy? Of course does every element you’ve mentioned in the iceberg matter, but with most of us, the feeling of uncertainty can make a huge impact on whether a change will succeed or not. People in groups tend to copy, coach, and correct one another to keep things safe and the same. Focus groups or discussions about some topics may lead to statements like: “That’s not true – that’s just your opinion!” With a survey, we can have a dialogue about what the collective culture profile could mean for all of us.
Your people will find the tipping point, the “viral” habits, what must change – if you engage them in change circles. They commit to the change, while they support each other to really do it and change behaviors over time. By working with and on culture, you address the way people act and think so that they become aware and can ultimately change behaviors and beliefs. She co-founded OCAI online (that provides Cameron & Quinn’s validated Organizational Culture Assessment Instrument (OCAI) online) where she teaches consultants and leaders how to utilize this tool as well as consults with organizations in change.
No matter what changes you are trying to execute, if the culture doesn't shift with them, the changes won't happen. Since they are key communicators in the organizational change process and they are not doing a very good communication job if they themselves are heading down the change curve.
The most general lesson to be learned from the many studies is that organizational culture is the most common barriers. They don’t include and engage people to share their information and energy to co-create meaningful, practical change.
Why not use this powerful copy-mechanism in groups to practice new ways of doing and thinking? The circles of 10 are small enough to foster real dialogue, to take the time to solve obstacles or reflect on objections and create commitment because no one can hide in a small team. To visualize and discover values, assumptions, criteria, beliefs and behaviors, I use a culture survey while others may use different feedback approaches. She also co-founded “Kikker Groep” consultancy for organization and people development (in the Netherlands) and Leadership & Change Magazine – to help professionals make a difference at work. They are built to produce and deliver their product or service and yet, it is an organization's ability to change that ultimately determines its success. Many times top management do not realise that the rest of the organisation is starting from zero.
It is an easy starting point for working on culture and change, first in workshops (understanding the outcome of the culture survey), next in Change Circles where people take ownership of developing their own workplace culture and change together.
She published two books, the latest is “Organizational Culture Change: Unleash your Organization’s Potential in Circles of 10”.
This is what is called the motivational gap and is one of the biggest communication challenges in organizational change projects.
They either have to be included in the process in an earlier stage or, they have to be by-passed.
The best way to handle this is to give them extra support and information and security in the change.
The importance of having an effective communication systemThe first thing is to understand the difference between one-way and two-way channels, and to properly analyse the communication system that you have to day. There is no secretive criticizing because in a circle, people talk to each other, not about each other. When dealing with organizational change it is important to understand that the more important the message is for the target group, i.e. Dona€™t use one-way channels, such as Intranet, billboards, papers or email to first announce the change. The absence of manager presence is always a good foundation for rumours.If you have an effective communication system you have built a system that looks at channels, messages and people in the most effective way. When you are working with organizational change you will need to have an effective communication system.

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