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Kami Dari Semua : Warisan Usang Budaya Kerja Yang Buruk – Changing Culture, it’s no mystery !
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Changing Culture – it’s no mystery!
When organizations think about moving the behavior of their members in a new direction they often view it in terms of a “cultural” change.
There are two basic approaches – think our way to new behavior or behave our way to new thinking. Which works better?
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In the first way, we chart a path toward the new thinking that embodies the behaviors we want. We’ll typically have some sort of change management plan and give earnest talks about why it’s so important to change. We’ll spend a lot of time and money creating a communication plan to convince people we are serious about the new culture. Then we’ll be disappointed when most of the organization doesn’t change, and six months later, things are status quo ante.
A better way is to identify the desired behavior directly and the organzational documents that affect that behavior. Change the documents, practices, or procedures. Behavior will change and eventually the new behavior will be the norm. Since the changes are codified in organizational practices and don’t rely upon strong personalities repeatedly reinforcing them, the new behaviors will endure. Eventually it will be recognized as a cultural shift.
Although this second approach seems backwards (act our way to new thinking) it is the approach that works.
Consultants don’t help when we start by defining culture as some combination of values, norms, and assumptions shared by a group, and so on. The problem with such definitions is that these things tend to be hard to measure and harder for organizations to affect directly. Further, they tend to be the result of behaviors that have been adapted over time and need to be inferred from observables.
What we have found for all but the smallest groups is that the organization’s instructions serve as a sort of genetic code for the culture. Inspection of the instructions and written practices reveals the desired behaviors and resulting cultural norms. Identifying the codified leverage points and changing them is the work that must be done.
Take the Apple Store. Want employees to be positive? Specific words are prescribed and proscribed – “unfortunately” is out, “as it turns out” is in. Want employees to be punctual? There are severe consequences for being late – 6 minutes late three times in 6 months and you are fired 🙂
Want employees to solve customer problems? Employees have no quotas and receive no sales commissions. By encoding specific behaviors in training manuals and compensation plans, Apple has ensured that we experience a “culture” of competent, unpressured and empathetic help.
|Post date: 2011-10-31 00:49:42
Post date GMT: 2011-10-31 00:49:42Post modified date: 2011-12-07 13:19:33Post modified date GMT: 2011-12-07 18:19:33
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