Changing Organizational Culture

Owned by Darlene Edgar
Last updated: Feb 17, 2024
2 min read

Hodges, J. (2021). Managing and Leading People through Organizational Change (2nd ed.). Kogan Page. https://www.perlego.com/book/2568738/managing-and-leading-people-through-organizational-change-the-theory-and-practice-of-sustaining-change-through-people-pdf

The chapters from "Managing and Leading People Through Organizational Change" provide valuable insights into effectively managing communication processes and changing elements of organizational culture during times of transformation. Here's a summary of the key points from each chapter:

Chapter 6: Engaging People through Dialogue

  • Communication is vital during organizational change but is often ignored or done poorly, leading to increased resistance and anxiety among employees.

  • Dialogue plays a crucial role in enabling leaders, managers, and others to discuss issues and changes, fostering greater commitment and ownership.

  • Traditional and contemporary communication channels should be utilized to eradicate uncertainty, gain commitment, and build trust among individuals and teams.

  • Effective communication requires sincerity, honesty, and careful orchestration to address employee concerns and minimize resistance.

  • Five goals for communication about change include delivering clear and consistent messages, motivating employee support, encouraging higher performance, limiting misunderstandings and rumors, and aligning employees with strategic goals.

  • Different types of communication should be considered to appeal to individuals' preferences and emotions, ultimately fostering engagement and support for change.

  • Crafting compelling stories about the vision and purpose of change, using analogies and metaphors, and promoting open dialogue are essential for successful communication and engagement.

Chapter 7: Changing Elements of the Organization's Culture

  • Organizational culture comprises artifacts, espoused values and beliefs, and basic assumptions, which influence attitudes and behaviors of employees.

  • Changing organizational culture is challenging due to its deep-rooted nature and resistance to change, but it can be driven by performance issues, leadership changes, and external pressures.

  • Understanding the current culture using frameworks like the cultural web helps identify areas for change and development.

  • Symbolic management involves consciously shaping surface elements of culture to influence deeper norms and values, fostering desired behaviors and attitudes.

  • Creating a culture for change involves stimulating innovation, encouraging experimentation, celebrating individuality, and learning from failure.

  • Levers of change include altering behaviors and actions over time, modeling desired behaviors, providing ongoing support, and giving feedback to reinforce cultural change.

  • Ethical considerations in culture change involve respecting individuals' values and beliefs, engaging stakeholders in co-creating culture, and acknowledging and managing emotional reactions to change.