Systemicist Culture-Change

Many initiatives have to be pursued simultaneously and opportunistically for this culture change to get established. The project is systemicist in nature. The aim on this webpage is to give an idea of the variety and complexity of any effort to change a culture. It is most definitely not a task that can be «done» (i.e. pragmatic) or a project that can be «implemented» (i.e. structuralist or rationalist).

The Strategy

● Gain top level commitment…

The chief executive and governing body must genuinely believe organizational transformation is needed and possible; outside consultants who understand the process and the organization may assist.

● Mobilize the organization…

Define a new beginning so that everyone feels that a transformation is needed; launch a multiplicity of initiatives so that there are early demonstrations for all to see and experience.

● Create champions…

Set up a small top team to learn and use the language and principles of the new culture and assist in its introduction; find and support natural champions at all levels.

● Empower staff…

Use visionary and individuating values to let everyone contribute; link into personal visions, welcome debate, and handle constructive opposition openly.

● Install the new identity…

Persistently communicate the new mentality; create a personal development process for the most senior managers; get new blood in and move some people out in a sensitive way.

● Overcome obstacles…

Foster cooperative working; tackle overt failures in the new culture positively; review progress regularly and participatively.

● Improve internal communications…

Treat staff as forming a community of equals and speak directly to them on all important matters; review and adjust hierarchy-based communications. Introduce blogs and communal Internet/Intranet sites. Electronic and paper journals may be required.

● Re-standardize training…

Do not try to train people in a new culture. Instead, gear conventional induction and training to the new values.

● Re-vamp specialist staff functions…

Ensure experts in management support disciplines serve operational managers rather than carrying the weight of new values.

● Develop policies and programs...

Pursue policy and program development explicitly in the light of rationalist mode values.

● Maintain consistency…

Ensure that any new ideas, initiatives or emergency actions (especially) fit with the new culture. Make an example of individuals or activities that flout the new approach deliberately or blatantly but unconsciously.

● Be expedient and opportunistic…

…but only within and through the new values.

Why is It so Difficult for Us?

Even if we are certain to benefit personally from the proposed values, we typically find them difficult, almost impossible, to assimilate. The reason is that we naturally view any new value system (and also activities to install it) through the prism of our established values.

As a result, we:

● subtly misunderstand what is being attempted
● perceive the values in a degenerate form
● feel disconcerted and awkward in using them
● cannot envisage success, and
● unconsciously act to confirm the uselessness of the new values.

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Rationalist values permit a logical (rather than chaotic) opportunism. 

• See how this represents a watershed in development.

Originally posted: 17-Jun-2011