Managing Change through Cultural Change Sara Banki Sharif University of Technology.

Managing Change through Cultural Change

Sara BankiSharif University of Technology

Why won’t most change efforts last?

Either at individual or organization

level?

The Big Question

Lewin’s Change Process and Change Problems

…the underlying set of key values, beliefs, assumptions, and norms shared by employees

Organizational Culture

Why Culture is Powerful

Culture is powerful for three primary reasons:

1. Because individuals are selected and indoctrinated so well.

2. Because the culture exerts itself through the actions of hundreds of thousands of people.

3. Because all of this happens without much conscious intent and thus is difficult to challenge or even discuss.

There is more to change than tasks. It is what’s below the surface that counts!

Culture is invisible

Observable

Underlying

Observable evidence can provide clues as to culture

SymbolsCeremonies, Stories, Slogans,

Behaviors, Dress, Physical Settings

Underlying Values,

Assumptions,Beliefs, Attitudes,

Feelings

Values: defines good/bad

Role Models: success examples

Rituals/Rites: procedures and control mechanisms

Cultural Infrastructure: other factors demonstrating culture

Four Elements of Culture

Values define good and

bad, right and wrong

Values define how we

act and what has

priority in the

organization

Organizational Values

• A value system that does not match the vision

• Failure to match the daily organizational reality

• No longer relevant or obsolete• Inconsistently applied

Values have their own share of problems

New

Vision

Old

Old

Value System

New

Alignment

Extinguishing of new values

Status quo

Resistance by conforming to old

values

Vision ≠ Value System

What is said is not always done. Look for values in action not values on paper.

Examine the Actual Values

It is hard to put a value system in place when the values are not applied in a consistent fashion

Values Inconsistently Applied

Role Models

What behaviors are associated with success?

What behaviors are associated with failure?

Living examples of what success

looks like

Examples of Desired Performance

New Employee

You need to define what success looks like in the new organization and develop and align new role models (or bring on board the old ones)

It Boils Down to Skills and Desire

Hav

e sk

ills

Do

not h

ave

skill

s

No desire Desire

Change Leader

Training A Real Problem

Coaching

Old Role Model Solutions

Rituals: Procedures and the way things are done

Rites: Controlling the procedures, making sure it happens the same way

Rites & Rituals

Cultural infrastructure is informal organization structure that shows how each person

contributed to the culture

•Keepers of the faith

•Story tellers

•Informal communication channels

•Symbols and language

Cultural Infrastructure

Mentors of the organization

They are the face of the organization and

distribute culture to newcomers

Your task: convince them to mentor new ways.

Keepers of the Faith

Historians of the organization

Promoting the culture through past stories of ups and downs of the organization

Your task: new stories about the new culture

Story Tellers

Informal communication system

Spreading news that shows uncertainty and

anxioty in the organization.

Your task – open communication – providing

relative information through formal

communication channels

Informal Communication Channels

Symbols Artifacts that show what matters in the organization

LanguageTechnical or general choice of wordsYour task – make sure everyone understands the language

Symbols & Language

Anchoring Change in a Culture

Comes last, not first: Most alterations in norms and shared values come at the end of the transformation process.

Depends on results: New approaches usually sink into a culture only after it’s very clear that they work and are superior to old methods.

Anchoring Change in a Culture

Requires a lot of talk: Without verbal instruction and support, people are often reluctant to admit the validity of new practices.

Many involve turnover: Sometimes the only way to change a culture is to change key people.

Makes decision on succession crucial: If promotion processes are not changed to be compatible with the new practices, the old culture will reassert itself.

Some Questions About Your Organization’s Culture

What are the norms of group behavior and shared values that characterize your organization's culture?

What aspects of culture need to change in order for your change initiative to stick?

What aspects of the culture need to be retained?

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