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designing strategy for cultural change

Presented by Lakshmish

Strategies for cultural change


Strategies for changing culture can adopt a range of approach. These are often divided into Top down (Programmatic) Bottoms up (Critical path) Bottom-up approach have more chance of achieving cultural change because they start from concrete problems related to the organization whereas top-down approach start with people`s values The choice of approach is, however, dependent upon what an organization wishes to achieve and the time frame available.

Top down
The top down approach is referred to as programmatic Change and is introduced and steered by the top or senior managers. These generally focus on artifacts of culture (including employees overt behavior) and to a lesser extent their espoused values and tend to extend to the entire organization. The typical changes involved in this approach are structural change, relocation of spaces, training and development, empowerment, quality initiatives and so on. HR initiatives such as organization wide human resource development program to enhance quality, excellence or empowerment might be introduced as a part of top-down approach although the outcome is likely to be representational learning (i.e., in the way participants talk) rather than behavioural learning (the way they do things). Often managers will try a succession of HR interventions using only anecdotal evidence to evaluate the impact each is having for example the introduction of performance related pay may force managers to differentiate between better and poorer performance. However, on its own it will help them to internalize the culture context of the new standards by which performance is to be judged or the way in which poor performer will be dealt with As a result the focus is on the process rather than understanding the organization problems and the consequent need for change. In addition, the succession of intervention tend to promote cynicism and skepticism thereby inhibiting change.

Top down cont


Top-down culture change programs also programs also suffer from three inter-related paradoxes. These on Paradoxes in this approaches as on the one hand it talks of autonomy and empowerment, on the other it follows directive approach like team briefing. Similarly, culture transformation is perceived as the task of a leader. Finally, if the values espoused by senior management are discordant with employees sense of reality the4 new culture may be acted out cynically and without being internalized into employees basic underlying assumption. HR interventions can play a valuable role when used in an integrative manner, ensuring that the implicit and explicit message provided constant cues to the desired culture.

Bottoms up
The bottoms up changes involve incremental changes and are linked with an organizations critical path Here the change is initiated by a manager in one part of the organization. There is no formal structure or system, the focus is on solving a concrete business problem. The bottoms up task alignment is an approach that may involve a series of over lapping steps at a site or a business unit emphasizing developing peoples capabilities, enhancing mobilizing commitment and shared vision.

Bottom-Up Approach to task alignment


6) Evaluate outcomes of changes and amend vision and actions as necessary. 5) Confirm changes by ensuring that policies procedures and structure support them. 4) Spread the changes out to other areas of the organization. 3) Work towards common agreement of the vision, and skills and actions to carry it forward. 2) Work jointly to develop a vision for the future of the organization. 1) Start to ensure commitment to the change by involving people in defining the problems.

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