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Barry Overstreet is somebody who's struggled in the past to make money online, and he's finally started to figure it all out.
The following diagram is a powerful mental frame to help understand change efforts within organizations. More importantly, I use the diagram to engage with clients to explore what they want to achieve, why they want to achieve it, and how invested they are in the outcome. The deepest inspiration comes from Bill Joiner and his work on Leadership Agility and the different levels of focus. I would like to thank a variety of sources for the notion of Culture being mostly hidden – I have seen or read this in a number of places but most vividly from the folks at Crucial Conversations and their book Influencer in particular.
I am grateful for Mike Cottemeyer for helping me understand the difference between Agile Adoption (Tactical) and Agile Transformation (Cultural).
A very interesting experiment was conducted by scientists involving 5 monkeys, a ladder, and a banana. The above story does not lack purpose and has a strong connection with the theme of the article.
Corporate Culture is created over a long period of time, based on routine practices that were infused to employees and that sometimes are perceived as a “given”.
Organizational Culture can be defined as all the shared beliefs, values and assumptions that distinguish the organization from other organizations.
Bring arguments and present the benefits the company can have upon the change (you think the company should invest more money in trainings and meetings with clients abroad?
Be positive and really believe in the change you want to make – you’ve got all the chances to make the first step and to open some new roads! If you like your job and love what you do but the company’s organizational culture is not what you’ve dreamed of – give it a try and state your point of view! Creating Transformational Change in a team, department or whole organization is not for the faint-hearted. We can gauge whether the change we want to make is truly transformational by simply noting if successful implementation will irrevocably alter our thinking or our world, with no practical chance of turning back. We are likely to have made the decision to seek a transformational change for one of two reasons. We can now turn our thinking to the environment or climate within which we are operating (again as an individual, a team or as an entire organization).
When we have our preferred vision of what the future will look like and added both tactical steps and some sound risk assessment, we can now spend time on refining the thinking at an even more detailed level. Most transformational change projects are best brought about by dedicated teams or people being formed to work alongside the embedded organizational individuals and teams. The above steps are not the only way to bring about transformational change but will significantly increase success when followed as closely as possible. John Radclyffe, Founder and Managing Director of WorldGAMES in Australia, is a rare breed of facilitator, trainer and consultant who has in-depth and hands-on experience in a broad range of skills; training, financial, marketing, new business development and business management among them. Jon Warner is an executive coach and management consultant and in the past has been a CEO in three very different companies. ReadyToManage is your one-stop shop for world class employee and personal development resources.
He know what it's like to be new in the industry and he understand what it's like to be totally confused trying to generate an income on the internet. Most importantly, break-through results only come from culture –  not tactical or strategic approaches.

Just as identity, roles, and values drive beliefs, capabilities, and behaviours, so would culture influence everything above it.
Descriptions of this experiment can also be found on the Internet, on different sites and blogs as it created many discussions at the moment due to its originality.
Inside the cage, scientists hung a banana on a string with a set of stairs placed under it.
Now, the psychologists shut off the cold water, removed one monkey from the cage and replaced it with a new one.
The majority of people change their actions relating to the environment and the persons they are confronted with. When done right, it distinguishes and separates that particular corporation from all the others on the market providing it with added value.
When after working for a longer period of time inside a company you realize  the organizational culture no longer fits your needs nor reflects your believes?
Change of this nature is rarely quick or easy and we will usually need to be passionate and committed to see things through.
We need to have a powerful vision of the new order once we start to break out of or away from the status quo.
In making our choice of change it will be important for us to have passion for the cause and to seek as much commitment from people as we can muster.
Hand-in-glove with adding passion and commitment is the process of assessing the risks of the transformational change. We should “scenario plan” at this stage to ensure that our proposed solution is robust in a range of different future environments. In other words, we can now plan our implementation starting at the end (perhaps with end questions like “By what measures will we know we have been successful?” and then working back by asking the question “What needs to happen just before that step?” Once we have a logical and complete plan in place, we are almost ready for actual implementation (by assigning roles, assigning budget and creating deadlines).
In other words, as the Italian writer, Machiavelli said “you cannot rely on the old order to bring in the new”.
In order to post comments, please make sure JavaScript and Cookies are enabled, and reload the page. He hopes to be able to clear up some of the confusion so you can start making real money for a change. One way to use the diagram is to position each change item or activity on the line to show what aspect it is focussed on. Sure it’s possible to work at the levels of tactics and strategy, but that is unlikely to make any lasting change or draw great benefits. Sometimes we modify our attitude towards a certain problem only because the pressure of the group is stronger than our own perception.
It can represent a strong motivational factor in the recruitment process; it works as the best PR and functions as a primordial retention factor for dedicated employees. When do you know it’s your place to state your point of view and when do you know when to embrace the general ideas that have perfectly functioned up until that point?
By “transformational change” here we mean that we are typically looking to overturn the existing order of things and create something that is innovative and almost revolutionary – a new paradigm, if you will. It will be much better for us not to start this process if we are at all likely to give up when the going gets tough. The process of transformational change is often long, traumatic and risky so the motivation to make the change needs to be strong. If we take our bad baggage with us then we are bound to get the same result as we are getting currently.

Alternative visions will provide us with options but they will need rigorous evaluation for their potential to take us as far as we would like to get.
This may mean looking for individuals to be early pioneers or early adopters of the change, so that they can be role models to others who need to see passionate advocacy to follow. Remember that we do not only assess the risks of the new change being considered but also the risks associated with not changing from the current path.
Include any refinements needed to preempt likely scenarios and reduce the risks we have identified in the previous step. By doing this we ensure not only that special resources are allocated to the change initiative but that we can hold individuals accountable for success in parts of the overall change process.
Lasting change requires working at all three levels so that the tactics and strategy support the culture. As soon as he started up the stairs, the psychologists sprayed all of the other monkeys with ice cold water.
To his surprise and horror, all of the other monkeys attacked him.  After another attempt and attack, he discovered that if he tried to climb the stairs, he would be assaulted.
Likewise, they replaced a third original monkey with a new one, then a fourth, then the fifth.
The answer can only be responded by you and it strongly relates to your line of work and the incentives you need to receive in order to perform at what you do.
The process of transformation is essentially the same whether we are dramatically changing internal systems, getting people to radically adjust the nature of their work or we are completely changing the external customers or markets we are seeking to supply or serve.
For this reason alone, we will need to be clear on our motivation for the change and then, ideally, take a very organized approach, such as the one described below.
At this step we analyze and list all of the real strengths we have (as individuals, as a team or as an organization) that we want to take with us, or capitalize upon, when we create or bring about the change.
A transformational change is a real chance to do things differently and learn from past mistakes.
At this step we challenge the whole status quo or current paradigm of how things currently work and all of the assumptions we have made about it.
It is unlikely that we will be able to test these concepts practically so we need to explore their robustness using creative thinking and brainstorming.
After a while, another monkey made an attempt to obtain the banana.  As soon as his foot touched the stairs, all of the other monkeys were sprayed with ice cold water. If you feel that from a certain point of view you are not motivated to do your best at work, and that particular thing can be improved, for you and your colleagues –  state your mind! If the list appears to be insubstantial, we should reconsider carefully before further commitment as the chances of success will be slim. These two steps, (strength and weakness appraisal) are critical and we should be prepared to spend considerable time here and be very realistic and brutally honest. The monkeys had no idea why they were not permitted to climb the stairs or why they were beating any monkey that tried. After replacing all the original monkeys, none of the remaining monkeys had ever been sprayed with cold water.
If you truly believe your ideas and perspective is better than what you are facing at the moment do not be afraid to act and think outside the box!

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