The recent election shook up the political landscape but
many of the newly minted elected, who ran on campaign promises of bringing
change to Washington, have their work cut out for them. Changing culture is no
easy task, as many business leaders could tell their counterparts in
An organization's culture
is formed over many years for a variety of reasons. Sometimes company culture
is rooted in the style of the company founder. Other times culture is established by
the prevailing management team. Since managers tend to hire people like
themselves, organizational culture is reinforced by new hires.
Changing office culture is difficult to be sure, but
not impossible. In How to Change Your Organization's Culture the "Wall Street Journal
Guide to Management" states "changing
an entrenched culture is the toughest task you will face. To do so, you must
win the hearts and minds of the people you work with, and that takes both
cunning and persuasion."
So how to begin? In their book "Blue Ocean Strategy,"
Chan Kim and Renee Mauborgne suggest three initial strategies.
Finally, consider evaluating your company's personnel
structure. Too often only a small portion of workers' creative capabilities are
tapped. Spend time identifying employees' strengths and create task forces with
a tailored mix of talents and experience levels. And start to watch the needle
your organization have a particular office culture? Share your thoughts here
and at the Beyond Folders Facebook page.
by Bradley Eggers
The most realistic book on this subject I have ever read is called "Confidence, How winning streaks begin and end." by R. M. Kantar.
In it, we find that corporate culture is also an adaptation to the trend of Loss, Winning or transition. It interacts with a corporation at three levels, Owner/Investor, Executive/Leadership and Staff. Each may have separate break downs in Creativity, Opportunity and Initiative. Each layer of Ownership, Executive and Staff influence each other and may completely defeat the bright initiative of any single all-star.
Thus, the strategy to do nothing alone, but network widely with leadership buy in is vital. Or, the force of the status quo will take out a corporate culture change. Remember, the mess exists because their are forces that benefit from the present state. They will sense a loss of control when change occurs.
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Beyond FoldersTM is written by a team of Pendaflex associates
passionate about time management, communications, productivity and workplace organization. Believing in "continuous improvement" on both a personal and professional level, they share their unique perspectives on subjects of common interest to our readers.