The crossroads of Culture and Change Management

Change Management and the interventions used, and the strategic approach taken is most effective when it is working with the strengths of the organisation's culture. When it comes to transformation programs, the scope may be to affect the culture itself or as things change it may result in a cultural change which was unforeseen. Consider the digital transformations which have taken organisations beyond their cultural comfort zones and what they have needed to revisit as a result.  The Information Age has meant that many organisations now have values that reflect the continuous improvement curve that is needed to be embodied to keep up with the digital changes needed to survive.

But what is culture?

Culture plays a key role in shaping organisations, influencing their values, norms, and behaviours. It encompasses the shared beliefs, attitudes, customs, and practices that guide individuals within a workplace. Understanding the various elements of culture in organisations is very necessary when looking to change or transform the way you want your organisation to work. Here is a quick overview of some of the key elements of culture.

1. Values and Beliefs

Values represent the principles and standards that guide decision-making and behavior within an organisation. Unfortunately in many organisations the values that the put on their website or intranet may not be the one's necessarily embedded in the organisation. So when analysing an organisation's culture the power of observation in how closely values are 'lived' is an aspect worth taking the time to understand. Beliefs, on the other hand, are the shared assumptions and convictions held by individuals within the organisation. They shape the organisation's identity and influence how employees perceive their roles and responsibilities.

2. Norms

Norms are the unwritten rules and expectations that dictate acceptable behaviour within an organisation. They establish the boundaries for appropriate conduct, communication styles, and work processes. Norms can vary between organisations and even across different departments or teams within the same organisation.

3. Rituals and ceremonies

Rituals, on the other hand, are the symbolic actions or ceremonies that reinforce organisational values and norms. They can take the form of team-building exercises, recognition events, or regular meetings, contributing to a sense of cohesion and belonging. Even down to what national and international days are recognised or actively communicated in an organisation.

4. Communication and Language 

Effective communication is crucial for fostering a strong organisational culture. It involves both formal and informal channels, such as memos, meetings, emails, and even casual conversations. The language used within an organisation also plays a significant role in shaping its culture. Terminology, jargon, and expressions unique to the organization create a sense of identity and belonging among employees. Clear and open communication promotes transparency, collaboration, and a shared understanding of goals and expectations.

5.  Leadership and Management Styles

Leadership and management styles significantly influence organisational culture. The behavior and actions of leaders set the tone for the entire organisation. They role model what is permissible or what is not. Autocratic leaders who make decisions independently can create a culture of strict hierarchy and top-down communication. In contrast, participative leaders who involve employees in decision-making and encourage collaboration tend to foster a more inclusive and empowered culture. Management styles also influence employee motivation and engagement, affecting productivity and job satisfaction.

6. Organisational Structure

The structure of an organisation determines the reporting relationships, authority, and decision-making processes. It can be hierarchical, matrix-based, or flat, each with its own implications for culture. A hierarchical structure with multiple layers of management may lead to a more formal and rigid culture, while a flat structure with decentralized decision-making can foster a culture of autonomy and innovation.

6. Symbols and Artefacts 

Symbols and artefacts are the visual elements of an organisation's culture. These include the company logo, physical workspace design, dress code, and even office layout. These elements contribute to the organization's identity and serve as reminders of its values and mission. For example, an organization that values creativity and collaboration may have open office spaces, flexible work arrangements, and informal dress codes.

So what are some of the ways to align and leverage an organisation's cultural strengths?

When wanting to leverage an organisation's culture, you want to take note of the elements outlined above and consider how you may work with those various elements. For example, you might want to leverage some of the existing rituals and ceremonies in an organisation. 

One example I have is when we moved offices and because of the Indigenous culture that the organisation represented there was a smoking ceremony and binding activity to signify the strength of teamwork. This active ceremony and participation by employees made the move to the new building and space even more significant for everyone who participated. Alternatively you could consider lining up relevant 'Go Live' dates for your change with a significant event or celebration in an organisation. 

Another way in which you can leverage the culture of an organisation is to align the 'voice of the change' to be with the most influential voices of the organisation. If the organisation has a 'command and control' then use the tone of the CEO. However if the social network is strong, you need to tap into the formal AND informal leaders of the teams.  If you find that cascades don't really work (and to be honest I am not sure there is any organisation that gets cascades 100% right apart from in smaller organisations) be sure to use multiple channels in many ways.

For any change it is mission critical to learn the language of the organisation and leverage it. Being able to talk about the change so everyone understands it, but more importantly having it resonate with people is critical to its success. When talking about winning 'hearts and minds' it is the language that used that can have a standard briefing turn into an iconic moment. So work in with the central communications teams or subject matter experts to 'test' your messages for clarity, inspiration and effectiveness.

These are just some of the ways you can leverage existing culture in your next change plan.

Want to hear more? Come and listen to Next Level Change Success, our podcast on all things change!