Facilitation, Change and Company Culture

Change and how it challenges organization and people

Change and transformation as a topic in organizational environments is well analyzed. There are case studies, ideal change models and processes, catalogues of measures to be taken that promise success. Success meaning that the people affected by change, change their attitudes and behaviors in a however predefined way.

Well there is the question to be asked whether a human being is predictable and whether his or her behavior can be mapped in change models? Does everyone react in the same manner to upcoming changes? Does everyone have the same emotional history? Does everyone have the same capacity to reflect the impact of transformation and to analyses personal consequences?

Designing change in diverse environments is an exciting challenge.

Will I first reassign the CEO’s roofed parking lot next to the main entrance? Do I fire the chef, because bad food doesn't deserve good employees? Will I have removed the big concrete artwork on the lawn in front of HQ because we want to become agile?

Change requires sensitivity and inventiveness. It demands laziness in order to find the path of least resistance. It demands a rough plan in which many actions run parallel and can be adapted at any time. It demands a sense of radar to know where energy and surprise are needed to keep the fun factor seriously high. And it benefits from an optimized resources management to be sure that the resources last till the desired change has been brought to life.

So.....for us change is complex, creative, human, fun, infectious, well thought-out and nurtured by freedom.
A linear, predefined and tightly scheduled process is highly questionable in our experience.

change:

multifaceted,      imaginative,         human,    funny,     infectious, thoughtful, spacious,                     light, colorful,             diverse,   adaptable,        sustainable,                   agile, energetic,   reflective,                                     inspiring,              entertaining......

 

change and adapt
 

Sustainable Company culture and attitude

We develop sustainable company cultures by working on the attitude of our employees. For us, the sum of all attitudes and the resulting behavior results in a culture.

Working on attitudes requires orientation. In one way or another, a company that talks about cultural change has to think about the future.

Do products and services need a corporate culture? Do employees need a corporate culture?
Do employees influence the quality of products and services? Does the quality of products and services influence the company result?

Depending on how you answer, you may or may not want to read on.

If we deal with corporate cultures, we look at how people talk and work with each other and under what conditions this work takes place.

If you are serious about change, here are some questions:

  • which corporate culture is good for your company's success?
  • What and who benefits from the present company culture?
  • What support is given to the task of influencing culture in hierarchies?
  • How patient and persistent are you in bringing about transformation?
  • What is your budget for influencing culture?
  • How courageously and consistently do you act when people oppose the desired change aloud or in secret?
question mark

Your answers - your culture

If we work on cultures and attitudes, we first look for things that - in the sense of the desired change - can be influenced easily and with very little money, and generate a noticeable difference. From then on, the work can go straight uphill, or in a zigzag course, or radiate out from islands throughout the organization. In time, employees are faced with a gradually increasing transformational challenge:

  • from perceptible to visible
  • from This-looks-okay to demanding reflections
  • from I-can-do-this once-or-twice to Hey-I-have-to-change-my-behaviour
  • from Am-I-right-here? to This-is-now-much-better-for-me.

Success and resistance

In our experience the path of least resistance is the most promising for a transformation process. And we go about it with a great deal of ingenuity, both because those who are supposed to change should have a positive and constructive approach, and will possibly enjoy the shifts in attitudes, and because the more benevolent allies or followers there are, the easier and faster will things change.

In addition to employees, corporate cultures also affect suppliers, customers, potential employees, investors, the media and the general public. It may be easier to get these people excited about your company with an attractive, contemporary organizational culture.

Services - people - quality - attitude - ingenuity......

All these terms and many more are interwoven. But believing we know which parameter in linear causality has led to our corporate success is tantamount to fortune telling. Constant work on all influencing factors is a prudent path towards a good reputation—and maybe lasting success!