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  • Achieving Organizational Change:: The Importance of Organizational Culture

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    Monicaumi
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    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.

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    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.

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    53 views17 pages

    Achieving Organizational Change:: The Importance of Organizational Culture

    Uploaded by

    Monicaumi
    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.

    Copyright:

    © All Rights Reserved
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    of 17

    1

    Achieving Organizational Change:


    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.

    17
    Questions / Discussion?

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