Organizational Culture Change Is Like Twisting The Cube
Your might think that your organization's culture is extraordinary but its ultimate measure of success comes from how well it continues to serve the expectations of all its stakeholders. It is the development of the human power of the organization that gives an impetus to its financial capital. High performance organizations have rarely been built by nurturing the bottom line. It is only by nurturing the organizational cultures and sub-cultures that they built their bottom line.
In order to sustain success, people need to be challenged constantly so as to strengthen their cultures and this can be achieved by assessing where they are today and what their destination is. Leadership roles should encompass champions of culture and in doing so the workplace stands to benefit. But an enterprise can’t just declare a road map of its work culture and expect its employees to embrace it, which actually negates the very meaning of the word ‘culture’. In order to build strong, adaptive cultures, the associates have to be motivated enough to be a key part of the whole process.
In order to amplify the potential for those interested in developing a positive culture, you can communicate it to them that they are an integral part of the desired changes and therefore, will be duly rewarded for their efforts. Change is often not welcome with open arms and this is quite often the case, especially when the management fails to inform the stakeholders of the imminent changes. Due to lack of information, the stakeholders often cling to status quo. The stakeholders have a right to the information and should have been told, "When we get to this better place, here’s what’s in it for you.
The stakeholders should share our vision; after all, they form an important constituent of the company. So it can be quite an experience to be quite excited about the ‘vision’, share it with everyone at the seminar but only to be greeted with stony faces. The problem may lie in communication – they may not see things the same way that you do. So when you talk about new ideas, new ways to make the company more productive, the associates may end up hearing something altogether different: "Management has found a new way to make us do something we don’t want to do". This breach in understanding has occurred, as you did not involve their input as stakeholders in developing the proposed changes.
In many organizations, as things head downhill, suggestions about trying a new model or a new approach often flow thick and fast. This kind of ‘flavor of the month’ approach is both ridiculous and fatiguing. It takes more than just twisting on the cube to solve the puzzle of culture. This simple approach tries to solve the puzzle of culture by twisting on the cube and hoping that all the pieces would come together, giving way to dramatic results. The reality is that a puzzle cannot be solved in this fashion and culture does not, either. Organizational culture change is a complex process that visionary leaders understand and smartly introduce into the system in a 'natural' manner. The pieces of the cube themselves need to move over to their correct spots to solve the organizational puzzle. The leaders need to create an environment where this can happen.
Jerry Haney is the author of the renowned book on Organizational Culture Change called Making Culture Pay. Download the book for free for a limited time at http://www.visionomics.com/Free-EBook-Offer.html. Learn more about his revolutionary methods at http://www.visionomics.com
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