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

GUIDELINES FOR ACHIEVING SUCCESSFULCULTURAL CHANGECultural changeHere we draw together some of the key themes arising from our experience,which we hope will help you to address the issues of culture changein your own organization. Specific themes are reflected in the threechosen case studies, and we pick these out in the separate introductionsto each one later in the chapter.Always link to organizational vision, mission and objectivesCulture change as an isolated objective is meaningless. Organizationsshould only involve themselves in culture change if the current culturedoes not adequately support the achievement of strategic objectives. Startfrom the business strategy to determine what organization capability orcore competencies need to be developed. Ensure that there is a clearvision and a real need to change. People need to be convinced by acompelling vision rather than compelled in a coercive way. They need tosee the overwhelming logic of the proposed changes. The more peopleare drawn towards the vision the better.Create a sense of urgency and continually reinforce the needto changeThe introduction of a foreign element into the organizational system is agood way of making change happen (see Satir’s model in Chapter 1). Thiscan come from an external or internal source. Whatever it is, it needs tohave the force to kick-start the culture change process. And there need tobe plans and processes in place which keep the momentum going.Attend to stakeholder issuesWhen you want culture to change you have to put yourself into theshoes of the stakeholders. Address the issues of the people who need tochange by involving them as much as possible. Change brought in acrass or unthoughtful way will rebound on management. Whetherchange is being proposed for positive or negative reasons the organization’sfuture success is dependent on engaging staff to enter into the259