Use the coupon code “Good Sign“ for a 15% discount on all Good Signs, shirts, tank tops, stickers, and hats! 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. 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.
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. 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. 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. 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.
No matter what changes you are trying to execute, if the culture doesn't shift with them, the changes won't happen.
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. Change can cause you to solve problems that you couldn’t even attempt as another self. When we evolve from our previous mindset and revamp our outer circumstances we are moving toward the next best thing for us.

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