Just taught another session on the @warwickBschool Diploma in Organizational Change on implementing #culturalchange, leadership and sensemaking in a constantly changing world. Here are my key lessons. #changemanagement (thread)
@WarwickBSchool 1. Culture is simply ways we do things around here. It’s also what we don’t need to say & what we explicitly don’t say. Leaders should complexly understand their cultures, including not assuming and acting as if their view is THE view.
@WarwickBSchool Key to that understanding? Humility. Paying attention to silences (what isn’t being said or discussed) and tensions (what makes ppl uncomfortable). Seeking out alternative views. Accepting fragmentation always present (cultures not unitary).
@WarwickBSchool 2. Culture is both everyday behaviour & structure/history that constrains, in visible and invisible ways. This means change/difference always possible, but must understand context first (point 1).
@WarwickBSchool 3. What do cultures give us? Meaning and stability. This means any cultural change must fundamentally and address these two, specifically, otherwise resistance (visible and invisible) is inevitable.
@WarwickBSchool 4. Biggest mistake re managing and leading cultural change is talking the talk, but not walking (the same) walk. Statements, symbols & marketing must align with actual ways of working, but also formal structures like rewards. Otherwise it's all empty air.
@WarwickBSchool 5. Top down cultural change doesn’t work. Really. Period. Unless you fire 100% of your staff, which not realistic for most. Participation and encouraging (real) sense of ownership is key. Your role as leaders is to facilitate that: crafters, not generals.
@WarwickBSchool 6. Cultural change is about big stuff (rewards, promotions, recruitment, control over budgets) AND small stuff (role modelling, everyday behaviours). They should be aligned and constantly, constantly reinforced. In other words, comms matters - and it shouldn't just be 1 event.
@WarwickBSchool 7. Coming in without trust or respect for what came before will lead to resistance and failure. Leaders should take time to listen & learn before taking or committing to definitive actions. Then focus on key changes & quick wins to sustain.
@WarwickBSchool 8. Cultural change is difficult when org seems successful in terms of making case for change. This is paradoxically when it is most needed for long-term success. Cultural change is also difficult when things not good, because inevitably rushed. It takes LOTS of time (7-8 yrs).
@WarwickBSchool 9. Alignment and reinforcement are key. Talk must echo walk must echo structures must fit with what's happening out there. Each challenge to that is opportunity to reinforce. If not done, trust & commitment are compromised and resistance can emerge.
@WarwickBSchool 10. Finally, making the case (selling it) is key. What is the problem, why does it matter (to everyone, not just top), what kind of approach will help us address? Informal coalitions, influence, issue selling are crucial skills here, as is engagement.
@WarwickBSchool In summary, cultural change is complex bc people are messy, orgs have histories & understandings are always different. It takes engagement, constant work, time & support. If those things not there, far better for leaders not to even begin. (end) cc @thinkers50
