How pervasive is the issue of culture and change?

"There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success than to take the lead in the introduction of a new order of things."  Niccolo Machiavelli  In the book "Corporate Culture: Removing the Hidden Barriers to Team Success"  the authos Jacalyn Sherriton and James Stern, contest that corporate culture change is needed for successful implementation of formal teams. Corporate culture is defined by four elements. Ritualized patterns of beliefs, values and behaviors. Management environment created by management styles, philosophies, what is said, done and rewarded. Management environment created by systems and procedures. Written and unwritten norms and procedures. The authors believe that you can make a direct assault on culture change differing with Kotter, Heskett and Schein. The book describes successful change in subcultures when top-level support was either absent or sporadic. They feel that each major functional organization such as marketing or R&D has its own subculture, as do divisions and other large units of the organization. Subcultures are influenced by the overall corporate culture, but subcultures are never the same as the overall culture. There is much more freedom to change a subculture than is commonly realized or acted upon So how perasive is the issue of culture and change?   The authors carried out a survey of 100 companies and found that: 15% had been involved with a merger. 22% had been acquired. 41% had formed alliances. 78% were increasing the utilization of teams. 95% were involved in at least one of these initiatives that culture impacts significantly. Only 51% of respondents felt that their organization understood the need to address culture issues in making these changes. Only 31% of respondents felt their organization had the skills and knowledge to address organizational culture issues. Only 36% had assessed the culture and identified changes needed. But 56% (highest) had plans for training to address culture change. However regarding the pervasiveness of culture and change we ought to bear in mind the following:   Senior managers trying to implement teams continue to act individually: they are concerned about control over the teams and concerned that consensus decision making is too time consuming. They often set a very bad example, for example, by protecting their turf. Team members are typically not used to working in teams. They often are uncomfortable and lack the communication skills to make the teams work effectively. Introduction of teams while downsizing or facing threats of downsizing creates forces that are antithetical to teams.   O2ibm Visit this Open Forum >>