Culture Change & Complexity


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From a presentation on Complexity and Organization Culture Change. A series of tools and needed processes to lesson the learning anxiety and increase the survivor guilt.

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Culture Change & Complexity

  1. 1. A caterpillar cannot reach its potential by taking flying lessons but only by its development into a butterfly. - Peter SzaboMichael Cardus -
  2. 2. Change Management Concepts• Complexity and change• Organizational, Departmental, Team design and structure• Solution-Focused Change DevelopmentLogic Model - How to tackle change?Whats the Roadmap?• Role Complexity and Individual Complexity• PDCA• Development of what and how thinking• Organizational LanguageMaking Strategic Connections &Opportunities for Synergies• Systems-Drive-Behaviors• Role Relationships• Organizational Context Setting• Continual Focus Groups + Action Taken Michael Cardus -
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  4. 4. “If you have been trained to think in a certain way and are a member of a group that thinksthe same way, how can you imagine changing to a new way of thinking?” - Edgar Schein3 Stages of ChangeLewin/ScheinStage 1 – becoming motivated to change (unfreezing)Multiple forces established by past observational learning and culturalinfluences tend to maintain the current behavior. Change requires addingnew forces of change or the removal of some of the existing factors thatare at play in perpetuating the behavior.• Denial• Scapegoating, passing the buck, dodging• Maneuvering & Bargaining Michael Cardus -
  5. 5. Stage 2 – change what needs to be changed (unfrozen and movingto a new state)Once there is sufficient dissatisfaction with the current conditions and areal desire to make some change exists, it is necessary to identify exactlywhat needs to be changed, if not already articulated in the first stage.• Words take on new and expanded meaning• A concept is interpreted within a broader context• There is an adjustment in the scale used in evaluating new input relativeto what had previously been learned and accepted as factual. Michael Cardus -
  6. 6. Stage 3 - making the change permanent (refreezing)Refreezing is the final stage where the action becomes habitual. Thisrequires behavior that is consistent with other behaviors and the valuesand beliefs held by the individual.• Develop a new self-concept and identity• Establishing the new behavior in interpersonal relationships. Michael Cardus -
  7. 7. Schein’s hypothesis: True learning/behaviour change will rarely occur until an individual‟s „Survival Anxiety‟(associated with a particular change or event ) is greater than any „Learning/Change anxiety‟ associated withthat event Anxiety or guilt builds from previous beliefs now being seen as invalid. Schein(1999, p. 116) called this“survival anxiety” as in “I will not survive in some sense unless I change.” High Survival Anxiety Level of Anxiety Learning/Change Anxiety Low Change Event Time Michael Cardus -
  8. 8. Complexity and Change are Conjoined Michael Cardus -
  9. 9. Complexity may be identified in terms of the number of variables that have to be dealt with in a given time in a situation, the clarity and precision with which they can be identified, and their rate of change. (Jaques 1998) goals-at-workMichael Cardus -
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  12. 12. Systems-Drive-Behaviors Michael Cardus -
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  14. 14. 4. Skills 2. 3.Accountability Performance & Authority Support Systems 1. Purpose Michael Cardus -
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  17. 17. Create-Learning Team Building & Leadership strives inevery interaction to;Make Teams & Leaders Better by improving team processesand individual effectiveness, that result in increasedproductivity & people who love the work they do.Visit to learn more. Michael Cardus -
  18. 18. Photo attributionSidPix Michael Cardus -