This presentation discusses how organizational culture can both impede and support change efforts. It addresses the role of organizational culture in the success or failure of change initiatives, elements of an effective change strategy, and implementation imperatives and pitfalls. The document defines organizational culture as shared basic assumptions learned by a group as it solves problems, and explains that culture influences what an organization considers right decisions, appropriate behaviors, and its capacity for change. A strong change strategy requires leadership commitment, communication, and adapting culture to support new goals and ways of working.
This presentation discusses how organizational culture can both impede and support change efforts. It addresses the role of organizational culture in the success or failure of change initiatives, elements of an effective change strategy, and implementation imperatives and pitfalls. The document defines organizational culture as shared basic assumptions learned by a group as it solves problems, and explains that culture influences what an organization considers right decisions, appropriate behaviors, and its capacity for change. A strong change strategy requires leadership commitment, communication, and adapting culture to support new goals and ways of working.
This presentation discusses how organizational culture can both impede and support change efforts. It addresses the role of organizational culture in the success or failure of change initiatives, elements of an effective change strategy, and implementation imperatives and pitfalls. The document defines organizational culture as shared basic assumptions learned by a group as it solves problems, and explains that culture influences what an organization considers right decisions, appropriate behaviors, and its capacity for change. A strong change strategy requires leadership commitment, communication, and adapting culture to support new goals and ways of working.
This presentation discusses how organizational culture can both impede and support change efforts. It addresses the role of organizational culture in the success or failure of change initiatives, elements of an effective change strategy, and implementation imperatives and pitfalls. The document defines organizational culture as shared basic assumptions learned by a group as it solves problems, and explains that culture influences what an organization considers right decisions, appropriate behaviors, and its capacity for change. A strong change strategy requires leadership commitment, communication, and adapting culture to support new goals and ways of working.
The Importance of Organizational Culture Presented by:
Ken Desson Pentor Communications Inc. Ottawa, Canada
2 This presentation discusses how organizational culture impedes and supports change The presentation addresses: The role of organization culture in the success or failure of change initiatives The discipline of organizational change Elements of an effective change strategy Implementation imperatives and pitfalls Organizational Culture 3 What IS organizational culture? An empirically based abstraction A pattern of shared basic assumptions that was learned by a group as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems Edgar H. Schein, Organizational Culture and Leadership, 1992 4 What IS organizational culture? What is organizational culture? Shared understanding of the organizations mission The values that guide decision-making and activity The focus and management style of senior executives How employees think of their relationships with others How the organization conducts its day-to-day business The sum of these factors: A distinctive organizational personality 5 Culture is important because it affects: What the organization considers to be right decisions The attitudes of stakeholders to the organization What individuals consider to be appropriate behaviours and how they interact with each other within the organization How individuals, work groups and the organization as a whole deal with work assigned to them The speed and efficiency with which things get done The organizations capacity for and receptiveness to change Why does organizational culture matter? 6 It may be time for change when: Circumstances change Stakeholder expectations change Organizational demographics change Objectives change Ingrained attitudes and practices produce negative outcomes Why change an existing culture? 7 How is change commitment built? Awareness Understanding Positive Perception Commitment Adoption Institutionalization Internalization Definition & Planning Phase Implementation Phase Alternative Confusion Negative perception Active resistance Implementation challenges Unrealized ROI 8 What is involved in a change strategy? 9 What is involved in a change strategy? 10 What is involved in a change strategy? Re-evaluate Stakeholder Buy-in 11 Organizational change implementation stages Stage I - Setting a Climate for Change Sample Activities Executive Briefing on the initiative Change readiness assessment Change leadership plan Communication plan Orientation session for project team members Training plan for team members Change leadership training Team building sessions Leadership alignment Creativity workshop 12 Developing a Change Strategy Stage II - Enabling the Whole Organization Sample Activities Visioning session(s) with key stakeholders Stakeholder consultation Change readiness assessment (performance against plan) Leadership coaching & action planning Team renewal (team-building) Identification & enrolment of change agents within the organization Face-to-face communications with larger stakeholder community Identification of impacts of new technology & processes on individuals Skills Structure Physical location Change agent training Employee Workshops 13 Developing a Change Strategy Stage III: Implementing and Sustaining New Ways Sample Activities Change readiness assessment (performance against plan) Skills gap analysis Workforce transition including related HR policies & programs new hires transfers relocations promotions position cuts training performance evaluation compensation reward and recognition career development and planning 14 Culture generally supports doing things the way they have always been done Why does culture often thwart change? 15 What does successful change require? Imperatives Have a good plan to work from with clear objectives and tasks Have compelling reasons for the specified change Demonstrate strong change leadership and unswerving commitment at the senior management level Insist on middle-management ownership of the process Implement a program of ongoing communication and training Provide access to expert resources and on-going support for change at the staff level Measure progress towards the goals and continually adjust
16 What pitfalls should be avoided? Pitfalls Competing or unclear change initiatives Lack of management ownership Differences of opinion and approach among senior leaders Unrealistic time lines and/or lack of dedicated resources Failure to embed the desired changes in work processes and performance standards Failure to consult, engage and communicate Failure to measure progress Lack of recognition and rewards for progress - and consequences for failure to live up to expectations.