Getting individuals and teams to implement a new culture is typically one of the hardest challenges change agents in organizations can take on. The challenge for Chris, as it often is with cultural integration, is that while people became aware of the expected change effort, most still didn’t adopt the new culture into practice. Define the change in experience terms: many organizations talk about the new culture in knowledge terms, but knowledge does not translate into practice.
The best way to adopt something new is to teach it to others: in our experience, a change team, like the one Chris was heading, is of great value.
Tie change to behavior and application: many change efforts are done in the sky, with nothing anchoring them to the ground. Why Do We Accept the Idea That You Can’t Change People Who Don’t Want to Change? 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 is better to be mindful of things below the surface!
It’s like trying to build a house without a foundation – it’ll look good for a short while, until the walls fall down! Experienced senior executive, both at a strategic and operational level, with strong track record in developing, driving and managing business improvement and development and change management. What We DoThe Align Leadership Team is dedicated and focused on developing custom solutions that solve our clients’ most important problems. Align Strategy & Team Development We assist you in the development of leadership operating systems that align with the necessary behaviors for advancement within your organization.
Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. Why Organizations Resist ChangeOrganizations are coalitions of interest groups intension wherein balance (ultra-stability, equilibrium) of forces has beenhammered out over a period. Leaders are confronted with an increasing rate of change and complexity and need to find ways to deal with 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.

The above chart highlights several of the key elements WSA uses to help our clients achieve successful organizational change.
Values and response patterns that are associated with people’s culture run deep, they have emotional ties and are usually invisible and subconscious.
Brain science research provides excellent guidance on how to overcome this common change-related challenge. Collecting examples and sharing stories, like Chris did, is an excellent way to avoid the knowledge trap. It becomes even more effective if the change is designed with clear dissemination system through team managers.
Top leadership talks about the change, decisions are made and communicated from the top, and the hope is that people will notice the change and, if the instructions are clear, people will be able to apply them. 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. Because the best leaders and teams are intentional about what they do; they continue to learn, address their blind spots and develop themselves throughout life.
Our PEER Technology® acts as a conduit with new groups and intact teams allowing for personal development, leadership development, and internal knowledge transfer. Leading a company through change has become different from how it was ten to twenty years ago.
Once this is done, successful implementation of change requires acceptance that communication and engagement are the keys to effective change.
You know resistance is there if people are not implementing the new culture in a lasting way. But note – in order to make sure people are interpreting the meaning you want them to assign to stories and examples as a way to get them to understanding the new culture, the stories and examples must come from them.
Once direct managers in the organization practice and reinforce a clear new culture (clear in experience terms) with their direct team, change is applied seamlessly.
The trouble with this approach is that it makes a great foundation for awareness, but not for application.

Likewise, organizational change efforts may flounder because of a lack of organizational focus. Without foresight and preparation, organizations succumb to pitfalls that are typically foreseeable and avoidable. Resistance to change will be highest where the need for change is not effectively communicated and where the benefits of change are not understood by all. When we met Chris, he was well ahead of the curve in terms of designing an effective change effort.
The important thing is to make sure managers get the new culture implicitly (they know what it means in action, not just how to talk about it) AND that managers are provided with a way to disseminate that experience of the new culture to their direct teams. The reason change needs to be led by direct managers, is because they are in a position to continuously tie the new, sometimes lofty-seeming, values or culture to specific actions, behaviors and responses. He had been collecting and disseminating success stories and case studies his team collected in working with his company’s clients. Sharing examples is a great way to go about it, provided you follow the first principle included above.
It’s this feedback loop that makes it possible for people to adopt something into practice. 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. He rightfully believed, that if people experience the new culture through examples, they would be much more likely to implement the new culture. Assess the overall resistance to change by: • Examining to what extent the various forces of resistance are correlated with one another. He didn’t think about it (and was mostly ignorant to) the science behind his approach, but much of the approach he intuitively chose to take was aligned with the latest brain science research.

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