organizational culture change models
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Organizational Culture Change
Models
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Culture Change Mechanisms (Schein Model)
• Systematic promotion from selected subcultures• Technological seduction• Infusion of outsiders
Founding & EarlyGrowth
• Incremental change through general & specific evolution• Insight• Promotion of hybrids within the culture
Midlife
• Scandal & explosion of myths• Mergers & Acquisitions
Destruction& Rebirth
Turnaround
Conditions for Transformational Change
1. Principle 1: Survival anxiety or guilt must be greater than learning anxiety
2. Principle 2: Learning anxiety must be reduced rather than increasing survival anxiety
3. Principle 3: The change goal must be defined concretely in terms of the specific problem you are trying to fix, not as “culture change.”
4. 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. Principle 5: Culture change is always transformative change that requires a period of unlearning that is psychologically painful
Culture Change
Kim Cameron Robert Quinn
Six Steps when designing and implementing organizational culture
change
Reach consensus on the current culture
Reach consensus on the desired future culture
Determine what changes will and will not mean
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Reach consensus on the current culture
Reach consensus on the desired future culture
Determine what changes will and will not mean
Culture Change
Other Models
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Lewin’s Three-Stage Process of Change
Why Organizations Resist ChangeOrganizations are coalitions of interest groups in tension wherein balance (ultra-stability, equilibrium) of forces has been hammered out over a period. Change upsets this balance.
Lewin’s Force-Field Theory of Change
Organisational change occurs when:• forces for change strengthen• restraining forces lessen, or• both processes occur simultaneously
Steps in Force Field Analysis
1. Define problem (current state) and target situation (target state).
2. List forces working for and against the desired changes.
3. Rate the strength of each force.4. Draw diagram (length of line denotes strength of
the force).5. Indicate how important each force is.6. How to strengthen each important supporting
force?7. How to weaken each important resisting force?8. Identify resources needed.9. Make action plan: timings, milestones,
responsibilities.
Assessing Resistance to Change - Strebel
1. Look for closed attitudes.2. Look for an entrenched culture.3. Look for rigid structures and systems.4. Look for counterproductive change dynamics.5. Assess the overall resistance to change by:
• Examining to what extent the various forces of resistance are correlated with one another.
• Describing the resistance threshold in terms of power and resources needed to deal with the resistance.
Responding to Resistance to Change
1. Strebel’s contrasting change paths
2. Beer, Eisenstat and Spector’s six steps to effective change
3. Kotter & Schlesinger
Possible Change Paths - Strebel
Resistance level
Proactive Reactive Rapid
Closed to change
Radical leadership
Org re-alignment
Downsizing & restructuring
Can be opened to change
Top down experim-entation
Process re-engineering
Autonomous restructuring
Open to change
Bottom-up experim-entation
Goal cascading Rapid adaptation
Change force Weak
Moderate
Strong
Beer et al’s Six Steps to Effective Change
1. Mobilize commitment to change through joint diagnosis of business problems.
2. Develop a shared vision of how to organize and manage for competitiveness.
3. Foster consensus for the new vision, competence to enact it, and cohesion to move it along.
4. Spread revitalization to all departments without pushing it from the top.
5. Institutionalize revitalization through formal policies, systems and structures.
6. Monitor and adjust strategies in response to problems in the process.
Source: Beer, M., Eisenstat, R.A. and Spector, B. (1993) Why change programs don’t produce change, IN Mabey, C. and Mayon-White, B. (eds) Managing Change, London, P.C.P.
Possible Ways of Dealing with Resistance (Kotter & Schlesinger)
1. Education & communication2. Participation & involvement3. Facilitation & support4. Negotiation & agreement5. Manipulation & co-optation6. Explicit and implicit coercion