The change is any modification that enables organizations to stay in a space environment and relatively stable temporal character.
According to Alejandro Reeves: " Organizational Change is defined as: the ability of organizations to adapt to the different transformations suffered by the internal or external environment, through learning."
Another definition of his would be: the set of structural order variations that organizations undergo and that translate into a new organizational behavior.
It is a proactive process of transformation that operates on the organizational culture that can not only refer objectively to organizational processes but also subjectively to the people involved.
The teacher. Fayné Reggio points out that:
“When talking about change, the term itself evokes the mental concepts that one has of it, this implies unlearning established guidelines, learning new ones and making them replace the first ones. Change could be defined as the action and effect of changing any established pattern or behavior. It is not an easy process since there will always be something that blocks or resists it ”.
Martínez identifies that “ Organizational change has premises that we can state in the following:
- It occurs somewhere in the company and affects the entire organization (given its status as a system), whether or not it is perceived by its members. It is a challenge both in the human and technical fields. The attitude of managers to change It must be aimed at establishing and maintaining balance in its groups and favoring the adjustment of each of its members (individuals, human groups, functional areas, systems and processes) to the new circumstances. It is to be expected that group reactions will occur to the Change, given the adherence that some individuals present to predominant positions in their work group, this aspect must be understood and managed by the management of organizational development When a change occurs, the group seeks balance trying to return to the previous state or situation,perceived as a better way of being and / or doing things. Each pressure for change, therefore encourages a counter pressure from the group. Communication is vital when consolidating a change. Since this can seem unjustified when people do not have elements to clearly see that its benefits outweigh its economic, psychological and social costs. Therefore, each change should be based on a cost / benefit analysis that takes into account all its implications, and should be preceded by sufficient information for the staff. Among those involved in the change there are different levels of tolerance to the stress that it produces. In any case, exceeding the tolerance threshold can damage the physical and psychological health of individuals.The existence of highly educated or highly intelligent people does not necessarily mean that the group will better understand and accept change. Sometimes the opposite happens, because the group uses its ability to rationalize or justify the reasons for its resistance to change.If the manager as a promoter of change makes her collaborators actively participate in the process, she will achieve levels of openness and collaboration much higherSometimes the opposite happens, because the group uses its ability to rationalize or justify the reasons for its resistance to change.If the manager as a promoter of change makes his collaborators actively participate in the process, he will achieve levels of openness and collaboration much higher than those that you would obtain if you only limited yourself to informing them about the background, nature and form of implementation of the change.Even if the organizational development manager initiates the changes, the final results always depend to a large extent on the collaborators and their attitude towards said change "Sometimes the opposite happens, because the group uses its ability to rationalize or justify the reasons for its resistance to change.If the manager as a promoter of change makes his collaborators actively participate in the process, he will achieve levels of openness and collaboration much higher than those that you would obtain if you only limited yourself to informing them about the background, nature and form of implementation of the change.Even if the organizational development manager initiates the changes, the final results always depend to a large extent on the collaborators and their attitude towards said change "You will achieve levels of openness and collaboration much higher than those you would obtain if you only limited yourself to informing them about the background, nature and way of implementing change.Even if the organizational development manager initiates the changes, the final results always depend to a great extent measure of collaborators and their attitude towards said change "You will achieve levels of openness and collaboration much higher than those you would obtain if you only limited yourself to informing them about the background, nature and form of implementation of change.Even if the organizational development manager initiates the changes, the final results always depend to a great extent measure of the collaborators and their attitude towards said change "
Changes are not easy nor should they be arbitrarily imposed or established, as they involve: accepting, recognizing, granting, renouncing, transforming, individual and long-established forms of thought and action.
The Uniqueness of each change process
Reeves continues: "It is clear that not all changes are the same or occur under similar conditions. The conditioning factors that can hinder change, and the reinforcing elements that can facilitate it, usually differ significantly in each case. All this makes each change situation unique.
If we want to achieve an effective change, the first thing we need to do is identify the particular characteristics of the change process to be faced. In this way, we can position ourselves in terms of what processes to establish and what tools to use.
In the following figure we observe some of the factors that must be taken into account when establishing the exchange support plans.
Obviously, the complexity of change increases the greater its magnitude and the lower the willingness to change in the subjects of change. The greater the complexity, the greater the need to generate a structure that sustains the change and the greater must be the resources dedicated to the process "
To plan a change, a detailed study of the culture of the organization and / or the society in question must be started, which facilitates delimiting the paradigms and explicit and implicit perceptions that originate the visible behaviors, the relationship between individuals, the norms in the groups, the accepted and shared values, and the established environment or climate.
In an integral way, the CULTURE OF CHANGE involves four important factors:
- Climate Behaviors Values Relationships
Change is a two-sided coin: On one side is its objective, linked to the improvement of the organization and on the other, no less important, the focus on satisfaction of the individuals involved in the change process. so that the end result contributes to making people's work more interesting and satisfying.
The changes are characterized by:
| TEMPERAMENT… |
| VALUES |
| PERSONALITY |
| STYLES |
| WHICH ARE DIFFERENT IN EACH HUMAN BEING |
Being dependent on…
- They must not be spontaneous, nor arbitrarily implanted. They generate conscious and / or involuntary opposition. They must overcome the tendency of organizations to remain static, preserving established habits and customs. Both internal and external changes interact with the internal and external environment and - consequently -. They affect all the actors with whom you interact. Be inevitable and you have to learn to live with them, benefiting from their anticipation and identifying problems as opportunities for improvement.
To ensure that the changes (necessary and timely) maintain the DYNAMIC BALANCE of the organization, it is required….
- …..In the Continuity Objectives; The change has to be orderly (both in its aims and in the means used. Ability of the organization to react to opportunities and threats Permanent creativity and innovation and Proactivity.
The determination of work objectives allows to foresee in the long and short terms, where the organizational action should be directed and establish an expectation of performance (individual and collective) that involves all the people who work in them. Although, logically the objectives can be modified as a consequence of the necessary adaptation to the changes, they should not affect the continuity in the assurance of the availability of necessary means.
It is very important to provide the organization with a dose (sufficient and balanced) of proactivity that allows it to interact with the environment in the search for opportunities in it and identifying the possible threats from which it must protect itself.
As there are no phenomena without causes; organizational changes have them too; they are - among others,
- Organizational imbalances Execution of useless activities Inadequate location and performance of human resources Insufficient communication Slow decisions Personnel changes Fluctuations in demand for production or services Group dissatisfaction Technical or technological obsolescence
Among the different styles that are most frequently used to produce change in organizations are:
- The participatory, the coercive
Participatory change is a style in which all those involved actively “participate”, that is to say, the direction or management, the intermediate and operational levels of the organization. They are typically characterized by being slow processes that evolve step by step, but their effect is long-lasting (sustainable over time).
The change processes in which this style is applied take into account a sequence of actions related to the preparation of the people involved in it; for example:
(1) Introduction of NEW KNOWLEDGE.
(2) Encouragement and development of the ACTIVITY (way of doing) ADEQUATE.
(3) Configuration of INDIVIDUAL BEHAVIOR through participation and establishment of objectives.
(4) PARTICIPATION (The group accepts, commits and engages with the required change).
Coercive change processes are based on decisions imposed from the direction or management (authoritarian and centralized leadership) without commitment, conviction, or the active participation of those involved.
Generally they are external, fast and unstable processes whose effects are very short and –generally-, they cause a return to the previous state.
We will see that the sequence of actions implicit in these processes is completely inverse to those of the participatory style.
(4) Authority IMPOSES THE COLLECTIVE decisions.
(3) Modification towards desired behavior is accomplished through coercion and is generally unstable and apparent.
(2) The activities are often not the best response to the surrounding conditions, but to the wishes, expectations and intentions of "the authority"
(1) Poor influence on knowledge (The experience and knowledge of the members of the organization is wasted).
The most effective change process is the one that is PLANNED, and avoids - due to its ANTICIPATION and PROACTIVITY-, effects on the stability, performance, efficiency and organizational effectiveness; Effective change is one that previously establishes the mechanisms to evaluate its IMPACT in all areas, structures and processes of the organization and in its relationship with all stakeholders and stakeholders involved.
There are also different approaches to face the process of change:
PROBLEM |
| Proactive Change
(BEFORE) |
| Reactive Change
(AFTER) |
REACTIVE: Try to keep the organization on a fixed course - solve problems as they arise. It has an operational focus.
PROACTIVE: Sets new courses of corrective action; it is anticipated because it anticipates events, anticipating them and preparing the organization to reduce the impact.
In any process of change, some
KEY POINTS:
- Climate and environment (mutual trust) Good communication Group interaction Participation of those involved Free expression, opinions Individualized attention Arguments, functional improvement.
A planned change is defined as "the premeditated design and establishment of a structural innovation, a new action plan or new goals, or a change in operating philosophy, climate, or style."
Planned changes differ from reactive changes in scope and magnitude. The former aims to prepare the entire organization or most of it; to adapt to significant changes in goals and direction.
They are not simple and organizations undertake them for three reasons:
- Changes in the environment threaten the survival of the organization Changes in the environment offer new opportunities for prosperity The structure of the organization often delays its adaptation to changes in the environment.
On the other hand, leadership is actively related to the management of changes and the effectiveness of changes, the establishment of a vision of the future, the attraction of its followers towards the achievement of that vision, and the constant inspiration to overcome obstacles.
The driving force behind most change processes is the presence and action of a LEADER and their LEADERSHIP function ; as a process of influencing other people to achieve goals. This leadership is variable and depends on some objective factors such as the setting and the followers and other subjective factors such as:
Personality, charisma, opportunity
Capacity for… |
| Competencies |
| Knowledge.
Abilities. Attitudes (Personal example, Values …). |
| Inspire and transmit.
Create collaborative environment. Build trust and loyalty. |
For a leader to mobilize and lead an organization to effective change, he must meet some essential characteristics:
- Self-knowledge. Professional knowledge of their own occupation. Adequate projection of their authority. Self-motivation as a source of motivation for their followers. Adequate management of their time and that of their staff. Adequate emotional self-control. A clear sense of justice. Decision in their decisions. Proper management of others. Progressive mastery of their theoretical and practical activities. Ability to adapt their experience to the conditions of their organization. Initiative and creativity. Teach and constantly train staff in the "know-how". Adequate problem solving.Great communication skills. Power of association and integration. Analytical and teaching power. Encourage the learning of their followers. Collaborate and cooperate with their followers (teamwork). Ability to unite. Constant perfection (continuous improvement).
These characteristics will allow you to achieve voluntary followers and awaken in them the desire to collaborate to achieve common goals with pleasure, efficiency and joy.
There are multiple theories about the processes of change. One of the best known is the PROCESS OF CHANGE IN THREE STAGES (by Kurt Lewin).
- Defrosting.Re-freezing.
Inefficiency |
Change Curve |
| Transition period |
| Time with which the change occurs
I Defrosting |
| Current situation |
Efficiency |
| II Change |
| III Refreezing. |
| Desired situation |
| Defrosting | Same levels of efficiency as the previous stage.
Make the need for change visible so that the individual and the company see and accept it. |
| Change | Transition period in which previous efficiency levels decline as a result of resistance and lack of training with the new tasks.
Appoint a "change agent" to direct individuals through the process, promoting new values, attitudes and behaviors, noting their efficiency in performance. |
| Refreezing | Improvement and increase of efficiency up to the expected levels.
Put in place the new pattern of conduct through support or reinforcement mechanisms until they become the current norm. |
Lewin identified two obstacles that individuals face when undertaking a process of change:
- They are unwilling (or unable) to change ingrained attitudes and behaviors. Change is usually short-lived. After a short period of trying to "do it differently," individuals revert to their traditional patterns of behavior.
Another important focus of Lewin's Theories is his ANALYSIS OF FORCE FIELDS.
According to it, it is stated that all behavior is the result of a balance between the forces of IMPULSE and those of RESTRICTION.
The former exert pressure in one direction and the latter in the opposite direction. And the performance obtained is a conciliation of both groups of resulting forces.
So an increase in driving forces could increase performance, but also intensify restraining forces.
The normal tendency when a change is wanted is to exert pressure, but the equally natural tendency of the one receiving it is to react against the pressure; because the driving forces activate their own restraining forces. So reducing the latter is often more effective than pushing with the boosters.
| CURRENT LEVEL OF PERFORMANCE | Forces tending to maintain the "status quo" | Forces of Change | DESIRED LEVEL OF PERFORMANCE |
| Group Performance Standards | New technologies | ||
| Fear that changes will change their status (security). | Best Raw Materials | ||
| Member complacency (organizational inertia) | Competition from others | ||
| Well learned skills | External (Interest Groups) and Internal (Supervisor / Management Systems, etc.) pressures |
Another model of change process closely related to the previous one is that of DYNAMIC BALANCE between support forces and restrictive forces
| CHANGE process |
| Inefficiency |
Efficiency |
| Support Forces |
| Restrictive Forces |
| Weather |
| Deny
Ignore Resist Accept and adapt Anticipate and plan it |
Although they are different, there are always reactions to change;:
Reactions to change will depend on the person in question, the situation and the environment. Depending on personal abilities and the ability to adapt to change, it depends on the individual's tendencies of confusion and anxiety or confidence and participation.
| CONFUSION AND ANXIETY |
SKILLS AND ABILITY TO ADAPT TO CHANGE |
| TRUST AND PARTICIPATION |
When the change begins, confusion and anxiety are created, which gives way to trust and learning that is directly proportional to the level of participation and information of individuals in the process.
THE CAUSES OF FAILED CHANGES
Reeves points out that: “Most of the known causes have to do with human aspects of change and that, of all of them, only the limitations of the systems in use seem to be related to the technical aspects.
Correct ideas and adequate technology are not enough by themselves to achieve effective change, despite the fact that companies invest 90% of their resources for change on these components. It is necessary to go much deeper into the most effective approaches to face any type of change projects ”.
Resistance to change...
- It shows insecurity and causes a chain reaction; It always exists; It is beneficial to learn to recognize it; It can decrease with adequate planning, participation and communication. It requires actions to reduce it, once the real causes are known.
The most common causes of resistance to change are:
| Habits | · Taste for maintaining routine. |
| · Own interest | · Fear of losing something or not being able to develop required skills. |
| Misunderstanding and lack of confidence | · Implications and costs are not understood. |
| Low tolerance to inconveniences- | · Fear of difficulties. |
| Threat to esteem and social relationships | · Block to action and explanation. |
Reeves continues to point out: that RESISTANCE TO CHANGE manifests itself:
“First, at the base of the pyramid, we find that people who don't know enough tend to delay change, which is perceived as a form of resistance. This ignorance is generally caused by:
- Lack of communication about the change project. In general, any type of change is resisted if it is not known what it consists of, how it will be carried out and what its impact is in personal terms; The overly biased view of change. On many occasions, people judge change negatively exclusively because of what happens in their sphere of influence (their work group, their sector, their management), without considering the global benefits obtained by the company as a whole.
If people have enough information about change, they may offer some resistance simply because they perceive that they cannot change. It happens that they feel conditioned by the organization, they do not know how to do what they should do or they do not have the skills required by the new situation. This sensation causes a certain immobility that is perceived as resistance to change. Some contributing factors are:
- the kind of organizational culture that overly punishes error; the lack of individual capacity, which limits concrete action; the difficulties for teamwork, necessary to review the entire scheme of interactions that the change proposes; the perceived lack of resources, whether in media economic or human; the feeling that real change cannot occur. The agents of change perceive that they are tied hand and foot to face the really necessary initiatives.
Finally, if people know enough about the change to face and feel capable of making it, the true will to change becomes very important.
In some cases, change awakens negative feelings in people and they simply do not want to change; since they consider that it does not suit them or that it forces them to move out of their comfort zone. These reactions can stem from feelings such as:
- the desagree. Individuals may simply disagree on the premises or reasoning behind the change. In some cases they base their judgments on very closed mental models or have difficulties to abandon deeply ingrained habits; uncertainty. The effects of the new system are not totally predictable and this generates fear due to lack of confidence in its results; loss of identity. Sometimes people build their identity on what they do. In this frame of reference, changes qualify and offend. Defensive attitudes appear; the need to work more.Normally it is perceived that two different fronts must be faced simultaneously: the continuation of the old tasks and the initiation of the new routines.
In almost all changes of great magnitude the aforementioned feelings appear in some way and to some extent, but it is also true that some positive feelings may also appear such as: enthusiasm for the possibility of a better future, liberation from the problems of the old order and expectations of personal growth or consolidation. "
- The classes of resistance that exist are: LogicPsychologicalSociological.
| KIND | CAUSE |
| LOGIC | · Time required to adjust.
Extra effort to relearn Economic costs · Doubts about technical feasibility. |
| Time and effort required to adapt | |
| PSYCHOLOGICAL | Fear of the unknown
Low tolerance for change Dislike of management or change agent Distrust · Need for security, search for status. |
| Feelings and emotions | |
| SOCIOLOGICAL |
Group values Old-fashioned and narrow criteria Established interests · Desire to preserve existing relationships. |
| Group interests and values |
Identifying it and investigating its causes early is a proactive approach.
Despite its apparent setback, RESISTANCE TO CHANGE produces benefits that become a stimulus for the management to…
- Reexamine proposals and verify usefulness Identify areas of difficulty and corrective actions Be motivated to improve communication Seek information on intensity, feelings.
It is valuable to examine some recommendations to achieve successful change:
- Make only the necessary, timely and useful changes Change gradually, not dramatically Recognize the possible effects and introduce the change taking into account the human needs of the staff and their possible effects Share with workers the benefits of the change Diagnose problems that remain after the change and take care of them.
A proactive organization will tend to develop actions to reduce resistance to change. Between them:
- Ensure stakeholder participation Provide sufficient time to assess the benefits and threats to habits, status, beliefs Reach agreement with advocates for change Start small Avoid surprises Choose the right time Strip proposals for "excess baggage". Avoid cluttering proposals with issues unrelated to the results to be obtained Work with recognized leaders (formal and informal) Treat people with dignity Reverse positions Deal directly with resistance
- Try persuasion programs Offer something in return Change to answer specific objections Change social climate FORGET IT!
That it is inevitable and you have to live with it does not mean that we remain impassive. Mastering the techniques to cope with resistance to change is the secret to success.
For this we recommend…
SEVEN TECHNIQUES TO REDUCE RESISTANCE:
- Diagnosis.
- Search for the essence of what happens for those affected.
- MUTUAL OBJECTIVE SETTING.
- Objectives formulated jointly by promoters and affected.
- GROUP EMPHASIS.
- Training of the collective as a group.
- MAXIMUM INFORMATION
- What does the change consist of? What is the decision and why it is made? How the decision will be implemented How the proposal progresses into practice
- DISCUSSION OF PROPOSAL IN PRACTICE
- Agreement on the pace and method of implementation.
- USE OF CEREMONY, RITUAL.
- Advancement in category - power Group preparation for change Retirement Highlight individual responsibility
- INTERPRETATION OF RESISTANCE.
- Interpret the opposition and seek the causes with the opponents.
Let's see a summary table of the use of these methods, their advantages and disadvantages.
| METHOD | COMMONLY USED WHEN... | ADVANTAGE | DISADVANTAGES |
| 1. Education and communication | Information is missing or there is no information and accurate analysis. | Once convinced, individuals will usually help make the change. | It can be very slow if a lot of people are involved. |
| 2. Participation and active intervention | Initiators don't have all the information they need to engineer change, and others have a lot of power to resist. | Those who participate will feel committed to making the change and all pertinent information available to them will be integrated into the change plan. | It can be very slow if participants design an inappropriate change.
|
| 3. Facilitation and support. | People resist change because of adjustment problems. | No other method works as well with fit issues. | It can be slow, expensive, and also fail. |
| 4. Negotiation and agreement. | Some people and a group with considerable power to resist will clearly lose out from the change. | Sometimes it is a relatively easy way to avoid a lot of resistance. | It can cost a lot if you alert others to negotiate obedience. |
| 5. Manipulation and cooptation. | Other tactics will not work or are very expensive. | It can be a fairly quick and inexpensive solution to resistance problems. | It can cause trouble in the future if staff feel manipulated. |
| 6. Coercion. | Speed is essential and initiators of change have a lot of power. | It is fast and can overcome any kind of resistance. | It can be risky if it makes people mad at the starters. |
We will go on to "disintegrate" a process of change, in all its dimensions. Only in this way could we master their interrelations. As we will see, the matter is not easy, but once the matter is understood, its application is facilitated.
As in all things, there are different approaches:
The Intermanagement Consultant characterizes the process as:
Four stages characterize this approach:
Previous stage: Diagnosis.
It implies characterizing the current situation of the organization both in the positive and in the problems, since what works well must be maintained and cannot be changed without knowing well what we have.
Preparation stage:
Define the new culture, mission, vision and values. Often the changes are cosmetic as they only touch up the previous state. However, each new platform of action implies a new cultural stage, a new projection of thoughts, behaviors and actions congruent with the mission and the expected vision and to achieve this it will be necessary to sow the new values that the organization needs. For this, we must work a lot with men and their perceptions so that they participate in the definition of their new roles, currently characterized by "multi-ability" and the redefinition of multipurpose leadership roles.
At this stage, it is essential to reach the commitment of senior management who must lead this important process.
Initial intervention stage: every change process must be led by a centralized team, which initially produces an intervention that allows concentrating efforts on the necessary actions. In many cases, external agents are committed: consultants who can advise and guide actions with greater objectivity, but always with full integration to the internal team. At this stage, staff must be made aware of the new values that cannot be imposed and genuine communication and training facilitates their appropriation.
In order to respond to the specific characteristics and their level of progress in the change process, De Baxter proposes an intervention at three levels:
Subsequent intervention stage: due to its complexity, the process does not end with its implementation and it may tend to re-implement the previous procedures when its participants despair and resist naturally. This is why the formation of teams and agents of change multiplies participation and commitment to the actions and requirements of the new scenario and, above all, prepares more subjects to help change leaders as an internal team in the execution of reinforcement actions. feedback and maintenance of the achieved state.
Obviously the process does not end without a comprehensive paradigm shift in the organization, for which it contributes significantly to carry out according to Intermanagement:
"REINFORCEMENT AND MAINTENANCE ACTIONS
- Work units shift from functional units to work teams Jobs shift from task-specific to multi-functional It is about educating and not just training people Supervisor's role shifts from centralized control to developer, energy liberator Performance evaluation is focused not only in meeting objectives but in developing skills Values change from reactive to proactive, from passive to productive Organizational structure becomes flatter and more flexible Managers act not only as "managers", but as leaders
Based on the awareness and acquisition of the necessary skills: competences, the new culture is personally supported and promoted by adopting the required behaviors and attitudes that allow us to collectively build change.
PROFILE OF THE NEW TYPE OF EMPLOYEE
- Develops an attitude of committed co-responsibility With initiative and autonomy to make decisions, within policies Flexibility to perform various tasks (multifunctionality) and adapt to different requirements In training and continuous development Able to work in a team Concerned about quality, proactive in improvement processes and problem solving Focused on service and internal and external customers "
Another approach with some overlapping points is
STARTING STATUS OF THE CHANGES
Characterizing the current state of the organization is the starting point of the process.
| SITUATION DIAGNOSIS
¿ How are we? |
| CHANGE STRATEGIES
How are we going to do it? · Identify MISSION AND desired VALUES . Establish STRATEGIC LINES · Get RECOGNITION of the organization to obtain the necessary means in the required TIME. |
|
THE STARTING SITUATION |
| NEW SOCIOECONOMIC ENVIRONMENT
Where we are? |
| SITUATION
OBJECTIVE How do we want to be? |
Characterization is a Diagnosis of the Problem Situation
| Like any diagnosis of problems we will go through five (5) stages that appear in the graph and go from perception to action, monitoring and control. |
You should have limited space and time depending on the size of the issues. Be careful not to spend excessive time that can cause what is known as Analysis Paralysis or spend less time than required, which would then produce Extinction by instinct.
Consequently, what is involved is to achieve an adequate balance in the time used for the Diagnosis.
Once the diagnosis is completed, it will be necessary to decide on the change model to be used, for which it will be necessary to define a strategy consistent with the VISION and propose action programs for the new objectives.
STAGES OF THE CHANGE STRATEGY
- Formulation of Strategic Objectives Identification of Current Objectives and Strategies Analysis of the Environment Analysis of Resources, Strengths and Weaknesses Identification of Opportunities and Threats Determine the Required Change in the Current Strategy Formulation of Strategic decisions Execution of the Strategy Control of the Strategy.
It is not necessary to detail each of these stages, which are classic; just draw attention to its comprehensive impact on changes. Violating them will affect its conception and implementation.
It is very natural that resistance reactions to changes occur, which will be conditioned by:
- Organizational culture Individual interests Individual perceptions or organizational goals and strategies
Organizational culture.
It is the most important in the formation and maintenance of identity in the organization. It refers to shared agreements: norms, values, attitudes and beliefs.
It is known as "organizational culture" "…" to a model of basic assumptions - invented, discovered or developed by a given group as they learn to face their problems of external adaptation and internal integration - that have exerted sufficient influence to be considered valid and consequently, be taught to the new members as the correct way to perceive, think and feel these problems. "
Culture is the main and most controlling of the categories because it determines the standards of the way we do things. Culture sets the norms that determine how social systems operate in the workplace. It also tells us what types of policies are allowed and the way in which the members of an organization are allowed to participate in them.
The principle is simple: culture must serve business. However, although everyone talks about culture, few companies have practical models of a shared culture and even fewer train their managers to operate in accordance with culture, to promote it, to question it and change it, if necessary, to align with the business.
Culture can be compared to an ICEBERG.
As in any iceberg, external manifestations or obvious aspects (goals, technology, structures, etc.) have a weight; that it cannot be analyzed isolated from the invisible or hidden manifestations, related to the subjective, informal aspects of each man; that are below the surface, but condition it (perceptions, attitudes, feelings, values, etc.).
By sharing the values of the organization assuming as "personal", any attack or attempt to change them, makes the members of the organization feel threatened
Obviously… change is not easy at all, if we intend to do it rationally and efficiently, but fold our arms and allow life to move us like a leaf exposed to the wind… in such a turbulent world… IT DOESN'T MAKE SENSE…..
BIBLIOGRAPHY.
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