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Cultural change planning session
Disciplines >
Change Management >
Planning for change >
Cultural change planning
Method |
Example | Discussion | See also
Method
Complete the table below, in the order of the items as numbered.
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Beliefs and Mental models
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Values and Preferences
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Attitudes, Styles, and Behaviors
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Organizational Intentions and Goals
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Is now |
5. What are the underlying beliefs and mental models that lead to
current values and visible behaviors?
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4. What are the real values and preferences that explain current
attitudes, etc.
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1. What attitudes, styles and behaviors do we see now
3. Will current attitudes, etc. lead to achievement of goals?
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2. What are our organizational intentions and goals?
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Must be |
8. What underlying beliefs and mental models must change?
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7. What changes in values and preferences are needed?
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6. What attitudes, decision styles and behaviors will lead to
organizational intent and goals?
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There are two further steps to carry this forward into practical action:
9. What actions must we take? Who will do what, when?
10. How will we ensure and assure that necessary change is happening?
Note that cultural change sessions like this are best done as a facilitated
session, preferably by an external facilitator.
Note that step 3 does not need anything written in the table, and if the
answer is 'yes' then the session may well be stopped -- no need to change what
is working. However, there may also be an honesty test at this point to check
that the people are not using a 'flight
into health'.
Example
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Beliefs and Mental models
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Values and Preferences
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Attitudes, Styles, and Behaviors
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Organizational Intentions and Goals
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Is now |
People work best when you are kind |
Values: be nice, be safe Preferences:
risk-avoidance
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Do my job; Play safe; leave on time |
Become market leader |
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Must be |
People work best when challenged |
Values: Challenge,
Preferences: risk-accepting |
Do what needs to be done; Take risks |
Be market leader |
Discussion
This is a table that can be used in facilitating
cultural change with
management teams. It is deliberately simple as many teams can only handle so
much change themselves at one time. This provides a first step to get the team
thinking about what needs to change -- what is not covered is the detail
of how this will happen.
The table has a causal sequence from left to right, thus:
- Organizational intentions and goals are the overall intended outcome. In
working with culture it is easy to forget about what it is all for really.
- Attitudes, styles and behaviors are visible aspects of culture.
- Values and
preferences
lead to choices and decisions, which lead to visible attitudes, styles and
behaviors.
- Beliefs and
mental models underpin
values and preferences -- you often have to change these to change the values
and preferences.
The process starts with attitudes, styles and behaviors because this is
visible evidence and is easiest to identify. You can start with intentions and
goals if you like.
Before completing each column, you can have a discussion to ensure that the headers
are understood.
Afterwards, make sure that all
actions were owned.
See also
Values,
Preferences,
Beliefs,
Schema,
Culture
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