A discussion developed during a recent Working Group review with a client leadership team that centred on the degree to which they should seek to influence the organisation’s culture as part of the proposed organisational change arising from the implementation of a new process. As usual in these situations there were as many views on the topic as there were participants in the conversation; each being argued with a greater or lesser degree of passion seemingly irrespective of the need to evaluate whether the need to change the culture was either required, supportive of the process change or even the degree to which they felt collectively or even individually able to assert such influence.
As the conversation continued to evolve it became evident that there was a general consensus that developing and sustaining a positive culture within the organisation was ‘a good thing’. What was abundantly less clear within the group was the reason why this was so or indeed how this was to be achieved. The meeting concluded with the general assertion that the group would continue to develop a positive organisation culture although no attempt was made to evaluate how this would either be defined or evaluated in the context of the organisational change.
As with many business attributes a positive organisation culture is largely invisible, or rather taken for granted, whilst the impact of a negative culture on the organisation’s performance is altogether too obvious. In this instance what was also of concern was the team’s inability to understand its role in developing a culture that was supportive of the change process.
Several days later I met with the Chief Executive over dinner.
“Have you had any further thoughts on the cultural aspects of this change following the team’s discussion the other afternoon” I enquired. “ I thought they raised some interesting issues but seemed a little unclear about their role”
“Yes, I would have to agree and yet we have spent a lot of time as a team working on this change but we don’t seem to have nailed down how to bring the organisation with us” she responded.
“I’m actually quite positive.” I continued. “The team appreciate that developing a positive culture will determine the outcome of the change process. What we need to help them with is how to influence the organisation’s culture as the change takes place.”
“Agreed” responded the CEO. “So any thoughts on where we should begin?”
“Well, we can start by emphasising with the team how important it is that everybody’s behaviours match the process change intent. It has to be clear how this change and the organisations strategy meet which gives us the route in to driving the correct behaviours.” I suggested.
“Yes, I can see that” she continued “but how can we use this to open up the dialogue with the extended team?”
“Just now we have the perfect opportunity. As we launch the change there will inevitably be a significant level of ambiguity in the organisation as everybody tries to understand what is required and what they need to do. “ I continued. “The organisation will open up as it seeks to deal with this ambiguity and it is this openness that is the route in”
“Ok, I can see that but I’m still not clear on the first step, where to begin?”
“Well how about starting with the ambiguity in the Leadership team…..”