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. By Jacqueline Tang Last week I visited ROM’s latest and largest exhibit on dinosaurs – Ultimate Dinosaurs: Giants from Gondwana. DisclaimerThe views and opinions expressed by the contributing authors are their own and do not necessarily reflect those of Lord Cultural Resources and its affiliates or subsidiary companies. Any reviews or critiques offered on products or services have not been paid for and are the opinion only of their author. With its layers of loss and tumult, organisational cultural change closely mimics the stages of grieving, (which thankfully end with hope and acceptance).
Cultural change, like grief, has seven stages, I was told by a friend who was trying to be clever. The theory of five grief stages was first established by Elizabeth Kubler-Ross, but over the years, others have been added to bring the total to seven.
The upward turn:A One or two new hires start a€” people with new skills and energy, who are not associated with past events. Kylie Davis is the head of real estate solutions, Australia and New Zealand, at CoreLogic, the worlda€™s largest provider of property data.
Connect with Alison on Google+We specialise in complaints handling training as part of our mission to help organisations transform their customer experience.
To handle complaints well we’ve found that a good place to begin is with the customer service strategy. When working on cultural change it is worth thinking about the Cultural Web (by Johnson and Scholes). Symbols – The physical structure, the offices, logos, branding, dress code all speak of the culture. Organisational Structure – What the organisation values is evident from the structure chart. What management information goes to the C-Suite about customer service and complaints handling?
These questions will give you a good feel for what the real organisational culture says about complaints handling.
Having established what the culture is then the next step is to describe the desired culture. Recording all complaints in some way so that meaningful management information on what is going wrong can be identified.


Focussing on continuously improving the products and services based on the feedback from the complaints system and other informal customer input. Employees treating customer complaints as a gift, an opportunity to improve and put right something that has not met expectation. Designing your recruitment and employee training programmes  to reinforce the need for great customer service and complaints handling and the abilities and skills needed to achieve this. Having identified where we are and where we want to be we need to be we need to identify where the gaps are. We specialise in complaints handling training as part of our mission to help organisations transform their customer experience.
About UsWe know from our 30 years’ experience in Learning and Development that it’s really possible for people to become 10X more productive.
Shaelyn Amaio discusses a few ways that historic house museums can be as welcoming and fun as they were for their original occupants.
Kevin Valbonesi talks about knowledge, the most valuable resource known to humans and tells you where to find it.
By Sushrut Patgaonkar Mumbai is a city of 20 million dreams, we journeyed to Dharavi where a million of those dreams live, work and pray. By Ngaire Blankenberg This article was previously published at the Canadian Museum for Human Rights’ blog. Cultural change is usually felt as a major loss a€” even by those who believe in the cause a€” and there is in most cases a sense of sadness or overwhelm a€” both in the changers and changees. There is worry about what things will be like in the a€?new world,a€? or the way the change has been outlined seems horrible and unsupportable and there is upset at just how it is going to be carried out. During this time it is common to realise the magnitude of the loss a€” which, in a corporate sense, means you see how far youa€™ve come, worry about how far the company still has to go, and feel quite desolate about your energy reserves to get there. Life becomes a little calmer, workloads are heavy, but there is the promise of them lifting, and even that promise feels like a major milestone.
Workloads are manageable, staff are settled and productive, there is a new sense of culture and teamwork that is impacted by the past, but not dominated by it. She was previously the network editor of real estate at News Corp Australia, managing editor of business development at Fairfax, and founder of The Village Voice group of newspapers. Then there is also the way things are done around here which can reveal informal power networks. For example the customer service platform and complaints management systems that are used (or not used)  and the management information systems produce. Employees should be assisting customers to make complaints as well as working quickly to resolve them.
It takes time to work through the stages; you cana€™t rush them, although you can do things to alleviate them to get to the stage of acceptance and a new normal.


The psychologists claim shock provides emotional protection from being overwhelmed all at once.
At this stage, many people will attempt to minimise the pain and view what is coming in terms of what they will lose. A failure to see the a€?sensea€? of alternative plans put forward creates rage, frustration and, sometimes, union action. Many who have survived any cuts will feel a€?survivor guilta€? and wonder why they have stayed.A In corporations, this is the time when the cuts have been made, the desks are empty, the workload exhausting, and things still arena€™t quite working as planned. New ideas begin to bubble through that might just work, although there is still a lot to resolve. Mentions of the old way are nearly all gone or met by new team members with rolled eyes who cannot believe it was ever done that way.
The new structure is kicking multiple goals which is creating a sense of success and being a winning team. We are not suggesting you start with some complaints handling training but a deeper analysis to see what your complaints handling culture actually is.
Conclusion: This is the most difficult part of cultural change, when positions become entrenched, when cuts and new structures that a€?will never worka€? are introduced. This is the time many companies bring in consultants to tell them things they already know. Everyone is coming up with great ideas that are easier to execute under the new structure, and there is a new energy beginning to blossom. Managers need to try not to respond to the anger, nor be too significantly swayed by bargaining, but stay a true course.
Conclusion: This is the time to bring everyone together over drinks or a special gathering, and recognise their contributions and commitment. And remember that the anger is a€?normala€? in what everyone is going through a€” not a reflection on them in particular. Articulate the values the company has traditionally held and how these are being reinterpreted for the new economics, to underpin ongoing success.
Check for any alterations that might be needed in your original plan, now that you have a better real life understanding of how it is playing out.
Point out some early wins and keep talking about the brighter future with a sense of excitement and enthusiasm a€” even if youa€™re dying inside.




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