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The organizational culture must be ready and capable of supporting and sustaining the change at hand.
Whether embarking on a new direction, establishing a new organizational vision or questioning why your turnover rates are above industry norms, it is critical to start by assessing the present day culture of the organization. As qualified associates trained in the use of Culture-Strategy Fit™** Assessment tools we can analyze and determine which tool(s) would best serve the evaluation phase of a change initiative.
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Why Organizations Resist ChangeOrganizations are coalitions of interest groups intension wherein balance (ultra-stability, equilibrium) of forces has beenhammered out over a period. In 1912 the Titanic was the largest ocean passenger liner of its time and was significant for many reasons.
Because the density of pure ice is much less than that of sea water, it is typical for only one-tenth of the iceberg to actually be above the water.
The fate of the Titanic have some similarity to a seemingly well-planned and structured organization. None of the visible elements can ever make real sense without understanding the drivers behind them and these are hidden on the bottom side of the iceberg, the invisible side. 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. Welcome to the most comprehensive online training on organizational culture change: learn how to engage people to change their ways of thinking and doing things in the workplace! This content-packed online video training on organizational culture change doesn’t just tell you what to do… we help you how to do it. You too can engage in successful, sustainable organizational culture change using the validated Organizational Culture Assessment Instrument (OCAI) and its accompanying easy-to-follow change plan. We help leaders, HR and change managers, executives and other consultants change organizations to achieve their goals in a way that is engaging, sustainable and very practical. We found out that the fastest and most successful way to organizational culture change is by engaging your co-workers and employees. In an easy-to-follow framework of 7 steps, you take your (client’s) organization from assessment (15 minutes) to a quantified, visual profile. Normally, bringing about organizational culture change will cost you: expensive consultancy or extra education, lots of meetings and effort, lengthy interviews, hours of paperwork and so on, but now it is available online for your organization or your client.

I would highly recommend this training to all individuals who take pride in presenting themselves as change agents and who want to make a contribution to society by helping organizations get to the next level. Buy the book 'Organizational Culture Change: Unleashing your organization's potential in circles of 10.
As a lecturer at the Fontys Leadership Center in the Netherlands, I teach the OCAI tool in our program. It was built in Belfast for trans-Atlantic travel as well as being sanctioned as a carrier of the Royal Mail Service. Yet it was not prepared for the ill fate it met on April 15, 1912; this passenger vessel sank after colliding with an iceberg. It seems quite ironic, that organizations are often not aware, or may choose to ignore the 90% of organizational attributes that are beneath the surface and not seen. They can also be considered to be a force to be reasoned with, because of what may lie beneath the surface. It is these invisible elements that are the underlying causes of what manifest on the visible side. It is very true that we often look at the visible aspects whereas the real drivers go unseen or unattended.
I am convinced that structured collection of those invisible aspects and adding them to management information will dramatically increase effectiveness.
Because it is (still) hard make a solid rational business case to justify investing in addressing these intangibles.
We are Marcel Lamers MSc and Marcella Bremer MScBA, working as consultants in the field of organizational culture change. 70% fails because they don’t fit into the current culture, there’s change attrition and overload, or it’s ordered in a command-and-control top-down way and causes resistance. I remember board meetings where top executives agreed on a plan but didn’t implement it… I remember employees nodding Yes but not keeping their agreements. But we have to change personally and collectively to make a real, sustainable change as an organization.
They have lots of interesting information, insights and ideas to improve culture, leadership, engagement, strategy, diversity, innovation, performance and even fun. Next, you help them add qualitative examples, raise engagement and awareness, assess the future, understand the preferred culture to the bottom-level of behavior and outcomes.

They think it takes too much time and money, though having your change program sabotaged afterward leads to higher cost and even damage. I have been guiding change management in organizations for the last 13 years, but the insight provided in this training has opened my world view and has put a structure to such a vast and complicated topic as understanding organization culture. Apart from the fact that e-learning suits me personally, watching the lectures whenever you have time, it's great to be able to watch them again if you like.
Leaders become aware of internal relations, understand culture with this tool and develop focused interventions that will work within this typical system: your organization. It can become stationary if it becomes frozen into pack ice that came into contact with the seabed.
Because they never intended to or because there were hidden advantages to the old behavior, or on the contrary, hidden objections to the new behavior. They will stick with this change much sooner than in an old-fashioned way (though nothing is ever certain) when they have been able to participate in the change. Finally, you guide the creation of a change plan that people take ownership of because they co-created it. Time spent up front in engaging your people returns your investment in a successful organizational culture change. The video's are straightforward and easy to follow thanks to the clear PowerPoint presentations.
We’re entering a new era of global change at high-speed, instant accessibility of information and rewards, the baby-boomers soon retiring and Generation Y coming to work, bringing their gadgets, confidence, independent attitudes, connectedness and high education. Principle 4: Old cultural elements can be destroyed by eliminating the people who “carry” those elements, but new cultural elements can only be learned if the new behavior leads to success and satisfaction 5. It can take you five years and lots of frustration, and you still might not achieve the performance you want, the leadership, engagement, strategy, diversity, innovation, retention, etc. Assess the overall resistance to change by: • Examining to what extent the various forces of resistance are correlated with one another.

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