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

Cultural change• a guided evolution through encouraging teams to learn from eachother, and empowering selected hybrids from sub-cultures that arebetter adapted to current realities;• a planned and managed culture change through creation of parallelsystems of steering committees and project-oriented task forces;• a partial or total cultural destruction through new leadership that eliminatesthe carriers of the former culture (turnarounds, bankruptcies, etc).Schein underscores the fact that organizations will not successfullychange culture if they begin with that specific idea in mind. The startingpoint should always be the business issues that the organization faces.Additionally he suggests that you do not begin with the idea that theexisting culture is somehow totally ‘bad’. He urges leaders to alwaysbegin with the premise that an organization’s culture is a source ofstrength. Some of the cultural habits may seem dysfunctional but it ismore viable to build on the existing cultural strengths rather than to focuson changing those elements that may be considered weaknesses.This chapter focuses on culture in the context of managing change. Wehave chosen not to discuss concepts and theories of organizational cultureas this is done so well elsewhere (see the reference list to get you started). Wehave instead decided to share our tips and guidelines on achieving culturechange. These are derived from a variety of experiences of working withinorganizations, helping teams and individuals to make significant culturalshifts. We have also selected three case studies to illustrate the range of waysin which culture change can be tackled. The structure of this chapter is:• guidelines for achieving successful cultural change;• case study one: aligning the organization;• case study two: rebranding the organization;• case study three: creating an employer brand.We wish to introduce the concept of ‘rebranding’ as a way of exploringcultural change. Our three case studies each take a slightly differentapproach to the process of rebranding. The first concerns the challenge ofaligning the organization more closely to customer needs, the second is257