There is either a polite indifference and "...well let's get on with discussing the practical aspects of how we're going to do this?" type of response; or considerable interest then the question: "How can we actually deal with it and change it?".
In both cases there is the feeling that culture is a "soft" intangible subject that is difficult to discuss in specific terms, and in the first response the belief that because we can't see it or really get a handle on it then it's irrelevant.
Can I challenge you now... as you are reading this... how do you feel about the culture(s) of your organisation?
Do you feel that it's an important aspect of your step change initiative - or to be truthful, do you feel that whilst it's an interesting abstraction it's not really THAT big a deal?
There are several key factors that will determine whether you join the long list of 70% failures with your step change initiative - or whether you really do succeed and realise the benefits. Those factors are:
(1) Determining that you are embarking on a step change that sits outside of business as usual and needs to be handled as a specific initiative
(2) The quality of leadership that you provide
(3) Using a programme management based approach to your step change initiative
(4) The thoroughness of your pre programme review and planning process
(5) The extent to which you identify and address the cultural change in your organisation that is required to deliver the step change and the desired business benefit.
Organisational culture is the sum of your organisation's key characteristics, values, and beliefs and is evidenced in actions and behaviour.
- There are usually sub-cultures [often many] within any organisation
- It is frequently "invisible" to those within it
- It filters and distorts data received via the organisation - in line with the beliefs and values etc stored within it
- It holds the "hidden software" that will determine how the organisation behaves
- It determines what it focuses on
- It is the source of the "hard-wired" resistance to change
- The successful "reprogramming" of it is critical for a successful change programme
In my experience, it is the single biggest determinant of how an individual will behave within a business or organisational environment. It will over-ride education, intelligence and common-sense.
I have seen many senior people in large organisations behave in ways that on occasions defied common sense and the "blindingly obvious" - and they weren't aware of it [or if they were, they certainly weren't letting on!]
It is also a major determinant in how people will react to change and your attempts to apply change management.
"Meaningful change in results requires meaningful change in people, processes or technology; usually all three. The difference between a passing fad and lasting change lies in the extent to which you are able to change people's attitudes and behavior." [Tom O'Dea]
Organisational culture is - in my experience - most effectively changed by basing organisational change on personal change. The rational for this perspective:
- An organisation can be regarded as a "macro individual"
- An organisation comprises individuals
- An organisation is transformed by transforming individuals
The process of change goes through these stages:
- Understand the business culture(s) - a process of cognition, to
- Be able to communicate and articulate the business culture and how we want to change it - and have the language and framework to do so, and
- Have the appropriate tools, techniques and processes to make the changes.
People who are undergoing the processes outlined above will be aware of the need for change, and may accept it in principle. But due to "hard wired" resistance to change and the "hidden software" of individual unconscious attitudes they will fall into 1 of 3 categories (usually the first two):
(1) Wanting to be seen to want to do something
(2) Wanting to be seen to be doing something
(3) Wanting to actually do something
Each of us has deeply ingrained within us the instinctive WIFM response to change..."What's in it for me?"
It is only when we see the individual and personal benefit that we will truly accept and embrace a change of business culture.
This does not mean simply: "How can I profit from this?" but can also have the deeper meaning: "How is this consistent with my aspirations, and values and what's ultimately most important to me?"
The effective and successful leader needs to attend to the needs of each and every person impacted by the cultural change.
Restated and put very bluntly - you cannot make a successful step change [and realise the benefits] without changing your organisational culture.
Stephen Warrilow: www.strategies-for-managing-change.com
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