cameron and green making-sense-of-change-management

The applicationsCultural dimensionsRule versusrelationshipsThe group versusthe individualThe range offeelings expressedThe range ofinvolvementHow status isaccordedUniversalistFocus on rulesIndividualismMore use of ‘I’NeutralDo not revealthoughts andfeelingsSpecificDirectAchievementorientedUse titles onlywhen relevant totaskParticularistFocus onrelationshipsCommunitarianismMore use of ‘We’AffectiveReveal thoughtsand feelingsDiffuseIndirectAscription orientedExtensive use oftitlesFigure 6.1Trompenaars and Hampden-Turner's cultural dimensionsSource: Trompenaars and Hampden-Turner (1997)Roffey Park’s advice appears below:• Identify the key tactics used by team members to adhere to their owncultures.• Identify cultural ‘hot-spots’, highly obvious differences in workingpractices that generate tension and conflict.• Using a cultural model, get team members to explore the traits of theircultures, ask them what was good or bad about their former cultures.• Get your people to identify cultural values of meanings that areimportant to them and that they wish to preserve.• Challenge team members to identify a cluster of values that everyonecan commit to and use as a foundation for working together.238