Chapter 15: Organizational Culture & Change Flashcards
Describe the effect of negative stories and complaints on organizational culture
Energy, commitment, innovation, and teamwork suffer
What are the three steps of the organizational change cycle?
Inquiry, engagement, review
Soliciting answers to questions about how people interpret skill competencies and positive values
Inquiry
Build on common themes identified during the inquiry phase by asking other people to comment on the stories that were shared
Engagement
Strives to uncover the best stories from the engagement and inquiry phases, as well as determine how to best circulate them throughout the organization
Review
Points where system inputs are sufficient enough to cause exponential changes in a New Direction
Tipping points
Sets of words and phrases that outline the skills, knowledge, attitudes, and behaviors that the organization respects and that employees need to perform their jobs well
Competency Frameworks
What are the three stages of the change communication framework?
The static stage, the fluid stage, and the dynamic stage
The mindset of the organization is frozen and needs senior level determination to take a new road, and employee awareness that survival means change
Static stage
Stage of change: As the mindset opens, build recognition, understanding, and knowledge by demonstrations, opportunities for learning, and training
Fluid stage
The mindset is open to what is new and other projects: anticipatory capabilities, flexibility, and acceptance of continuous change and learning
Dynamic Style
What is the major roadblock to managing change successfully?
Change does not happen in isolation
- Stop the rumor mill
- Begin a communications campaign
- Make senior management commitment clear
- Make employees aware of why the change is necessary
- Achieve buy-in at all levels
- Break down barriers between employees
- Provide training
- Ensure that anticipatory capability is built into the culture
The 8 necessary steps for successfully managing change
- Ineffective or missing business case
- Costs not recognized
- Systems not aligned
- Limited and one directional communication
- Line management support not built
- Lack of insight into stakeholder issues
- Minimal involvement
- Success assumed
Several pitfalls that can cause change to get off track
Pitfall: Leaders don’t communicate a case for change, or it is incomplete
Ineffective or missing business case
Pitfall: Cost of implementing and controlling change not planned for or acknowledged
Costs not recognized
Pitfall: Existing processes and systems (e.g. rewards, training, and information) don’t support change
Systems not aligned
Pitfall: Leaders expect one-way communication; audience can’t engage, ask questions, etc
Limited and one-directional communication
Pitfall: Tactical leaders don’t support the direction and approach
Line management support not built
Pitfall: Leaders assume they know what people think; need to listen informally
Lack of insight into stakeholder issues
Pitfall: Input, questions, and ideas aren’t recorded and documented - responses and tactics don’t need needs
Minimal involvement
Pitfall: Leaders make a premature assumption of success and fail to follow up, support, and drive continuing change
Success assumed
The 7 core factors in successful change management summarize…
The conditions, resources, and processes that support successful change
Core Factor: Be clear and unambiguous about the purpose of change, its direction, and the approach
Clarity
Core Factor: Build a sense of ownership, belonging, and commitment; consult with and involve the people who will be affected by the change
Engagement
Core Factor: Put the needed resources in place (e.g. financially, human, and technical) to enable the change
Resources
Core Factor: Ensure that systems and processes (e.g. rewards, info, accounting, and training) support the change
Alignment
Core Factor: Guide, train, and equip leaders at every level so that they display consistent commitment to the change
Leadership
Core Factor: Facilitate an effective 2-way flow of information; be aware of issues and questions; provide timely responses
Communication
Core Factor: Establish clear goals and assess programs against them; adjust and fine-tune as necessary
Tracking
(1) change comes more readily to the organization that has
A clear mission and strategy that guides and informs the goals of teams and individuals
(2) change comes more readily to the organization that has
Supportive leaders at every level who effectively engage, motivate, and communicate with their teams
(3) change comes more readily to the organization that has
Employees who are engaged, informed, and involved
List ways that leaders can encourage innovation in their organization
Ask for input in decision making at all levels
Guide staff through creative thinking processes to ensure followers are on the right track
- Employees have the tools necessary to envision opportunities for better ideas
- Generates trust
- Encourages information exchange
The benefits of open communication
Discuss the role of motivation in developing a creative workforce
Followers are more creative when leaders place them in positions that are naturally motivating
What are the 3 creative roles that 21st century leaders must perform?
- Social artist
- Spiritual visionary
- Cultural innovator
21st century leader role: Continually work on themselves to develop skills; work in collaborative networks to create social innovation; help cultures and organizations move forward
Social artist
21st century leader role: Interpret the universe and people’s roles therein, organizations role in business and people’s roles in fulfilling the mission - provide deeper meaning, fresh insight, and inspiration
Spiritual Visionary
21st century leader role: Advocates and pioneers for new ideas, values, artifacts, and lifestyles; explores & nurture creative talents & abilities of people to create change
Cultural innovators
The rational and intuitive powers that enable leaders to recognize, conceptualize, and deal with the scope, nature, and complexities of the new era
Mindset
The emotional powers that enable leaders to desire and then tenaciously pursue (sometimes in the face if considerable obstacles) what they want or believe to be right
Heart-set
