The Secret to Changing Your Culture When It Doesn’t Align with Your Strategy

IF YOU WANT to change your tradition, you want to change the tales that the individuals in your group share with one another. Jay B. Barney, Manoel Amorim, and Carlos Júlio write in The Secret of Culture Change that these culture-changing tales are the key of tradition change.

If you need to change your group’s tradition, begin by constructing tales.

You construct culture-changing tales by participating in actions which are radically completely different out of your group’s present tradition—actions that set up a transparent break with the previous and that display a transparent path to a brand new cultural future.

By interviewing leaders who tried to change their organizational tradition, they collected over 150 culture-changing tales, lots of which discovered their approach into this e-book. From these tales, they recognized six attributes of profitable culture-changing tales.

They go into element to clarify the six attributes of profitable culture-changing tales. The tales and organizational myths that they share in every chapter are usually not solely participating and entertaining however instructive and definitely worth the value of the e-book alone. The six attributes are:

1. The actions that these tales are constructed on are genuine. Authentic tales “reflect your deeply held values and beliefs about who you are as a leader, your commitment to the well-being of your employees and other stakeholders, and how these are related to the ability of your firm to implement your strategies.”

2. These tales “star” one chief. This just isn’t to gratify your ego however to display your dedication by being the tradition to need to change to. “If you are not willing to do something that will build a story in your firm to help change its culture, then it is very unlikely that your employees will believe that you are truly committed to culture change.”

3. The actions that construct these tales sign a clear break with the previous, with a transparent path to the longer term. “The stories you build to change your organization’s culture have to make it clear what specific patterns of thinking, acting, and responding are no longer acceptable, and what these new patterns will be.” The story should break with the previous and present a path to the longer term.

4. These tales enchantment to workers’ heads and hearts. “Successful culture change requires both an appeal to the rational economic interests of your employees—their heads—and to their emotional and social interests—their hearts.”

5. The actions that construct these tales are sometimes theatrical. By theatrical, they imply doing one thing that’s outdoors the conventional in a public setting that reinforces some facet of the cultural change.

6. These tales are instructed and retold all through a corporation. Stories which are “authentic that star you, that identify a clear break with the past and a path to the future, that appeal to both head and heart, and that are theatrical in nature” start the culture-change course of. The trick, then, is to enlist different members of your group to create their very own culture-changing tales or what the authors name a story cascade.

The leaders profiled on this e-book “found the basic materials needed to build a story when their expectations about what their organization needed to do were inconsistent with what it was actually doing. Every time you become aware of a time when your organization does not deliver on its strategy, there is a possible culture-changing story there.”

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Posted by Michael McKinney at 08:24 AM

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