Change management in Turkey requires an understanding of both core principles and Turkish business culture. Leaders must clearly communicate the purpose and processes of change while allowing flexibility in timelines to accommodate Turkish preferences. Empathy and relationship-building are especially important to gain employee support for change, as Turkish culture values mutual trust and respect between management and employees. Leaders should evaluate changes and remain patient, as decision-making and negotiations typically take longer in Turkey's hierarchical business environment. Adapting change management strategies to fit Turkish cultural norms is key to successful organizational transitions in Turkey.

1. Change Management Principles in Turkey
Change management is an integral, and often difficult, process in business. This is a highly
applicable topic for a leader and manager aiding in the development of a new product in Turkey. As with
any transition, visions and processes may need to be re-drawn to fit the new project. However,it may be
difficult to uphold the pillars of effective change management whilst applying them to another culture.
Proper understanding of the Turkish culture, core change management principles, and the interaction
between the two is important for successfulbusiness and personal transition.
The basic pillars of change management within business include purpose and process clarity, an
organized approach, strong communication network, empathy, evaluation, and a patient and objective
mindset. These pillars must be adapted and implemented in a way that fits Turkish business culture. In
general, leaders in a foreign environment have a responsibility to adhere to the culture they are stepping
into. A leader can use the strengths of the Turkish culture to develop a strong company change plan.
Clarity is an overarching requirement for change management. This includes clarifying why
change is necessary,laying out the scope with a clear mission statement and strategy,explanation of the
processes and roles, and the considered impact (Ackerman-Anderson,2001). Clear, communicated
expectations should be consistent throughout the process (Bevan, 2011). Working in a new location with
a new network can breed misunderstandings and confusion. Writing out contracts are prized in Turkish
business, so this may assist in clarifying expectations and ensure strict implementation out of respect
(Passport:Meeting Etiquette,2014).
An organized approach is necessary for change. Resources must be managed and tracked,daily
processes must be integrated, and costs must be recognized initially. All systems within the project
(including sales, support, manufacturing, and assembly) must be aligned (Bevan,2011). A detailed
process analysis, design, and timeline must be drawn up prior to implementation. These processes must
allow space for employee adaption and training. Turkey is more polychronic than the United States;
forcefully imposed deadlines does not go over well. (Passport: Turkey,2014). A leader must formulate
usable timelines and processes that allow for employee adaption time. Scheduling meetings in advance is
recommended. (Passport: Meeting Etiquette,2014) Workloads, resources, timing, and obstacles must be
taken into account (Ackerman-Anderson, 2001). Planning also includes anticipating issues and responses
(Bevan, 2011). Common business obstacles in Turkey include slow, compromising decisions (particularly
financial ones), public transportation interruptions, high power distance, currency exchange, and religion.
99.8% of the population is Muslim, so religious holidays and times must be accounted for within the
change timeline (Passport:Turkey,2014) (IMA, 2015). Religiously, the worst time for change
management in Turkey is during July and August (Focus, n.d.).
A network of communication must be upheld throughout the change. A leader must seek input
from stakeholders, identify and address concerns,maintain multi-directional flow of communication, and
encourage employee engagement (Bevan, 2011). Once change is planned, communicating the vision and
emphasizing involvement with employees gets the ball rolling (Ackerman-Anderson, 2001). Foreign
communication is a large barrier. Company change leaders must be prepared with Turkish language
translation.It should be noted that concise, visual-style presentations are the preference in Turkish
business communications. Emphasizing mutual advantage is also something executives look for (Focus,
n.d.). When presenting change processes to employees, leaders can utilize these tools to boost
understanding and interest for all parties involed. Communication between all systems correlates
progress, so meetings and interaction are central. In Turkey, meetings may be multi-directional and
include interruptions. Authoritarian behavior is disrespected (Passport: Turkey,2014). Leaders who watch

2. for these things can effectively and gently guide the interaction towards a desired understanding. Turkish
company employees are often educated, hard-working individuals who are welcoming to foreigners
(Passport:Turkey,2014). This is an upside to facilitating change and interacting with stakeholders in
Turkey.
Empathy must be utilized by leaders. A lack of support can result in failure (Bevan,2011).
Employees are the heart of a business, and change inherently affects them (Kotter & Cohen, 2002). Being
aware of employee satisfaction and keeping progress accountability is essential (Ackerman-Anderson,
2001). Turkish business culture is based on mutual trust and familiarity. Respect is central. Leaders must
take time to establish personal relationships, as change management can only succeed with proper
employee-management interaction. This cannot be overlooked. Kotter & Cohen state that a leader should
build a guidance-style leadership team and avoid forcefulness. This is especially important in Turkey.
Empowering employees and celebrating short term achievements may boost company morale during a
transition. Recognition and rewards can encourage perseverance and long-term change (Kotter & Cohen,
2002). Turkish business is largely driven by incentives such as honor, influence, power, and economic
gain (Passport:Meeting Etiquette,2014). Using these motivations can boost progress. Leaders can ensure
change runs positively by adhering to cultural formalities; sending out attendees' information (including
positions and responsibilities) prior to meetings, being punctual, and allocating time for personal
discussion before business are all examples of this (Passport: Meeting Etiquette,2014).
Evaluating the end results provide an opportunity to learn from experience (Ackerman-Anderson,
2001).
Leaders must employ a patient and objective mindset. Change is a complex process that takes
time; sometimes, an organization may not be ready for change, and a new timeline would be needed
(Ackerman-Anderson,2001). Leaders must not assume success,and should allow adaption room (Bevan,
2011). Although an increase urgency can stimulate motivation and awareness (Kotter & Cohen,2002), in
Turkey, pressure is detrimental. Beyond this, business meetings and negotiations are often informal at
first, run long, and rarely lead to decisions right away (Passport: Meeting Etiquette,2014) Negotiators
must often take extra time to consult senior staff, as Turkish business is hierarchal; decisions must trickle
down from top executives. This slows the change process,so leaders must accommodate and plan for this
cultural difference and exercise patience (Focus, n.d.). Advice from individuals experienced in Turkish
business may be conducive for change management.
Change management in Turkey has the capacity to be difficult for a foreigner, but with proper
awareness and understanding of Turkish culture, it can be productive and successful. Each of these
principles interact; one cannot exist without another—for example, proper communication provides an
informed guideline for a useful change timeline. All must be implemented, specifically in a fashion that is
tailored to business in Turkey.

3. Works Cited
Kotter, J. P.,& Cohen, D. S. (2002). The heart of change: Real-life storiesof how people change their
organizations.Boston,MA: Harvard Business School Press.
Bevan, Richard. Keeping Change On Track. 1st ed. The Journal for Quality & Participation, 2011. Web. 3
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Ackerman-Anderson,L. S., & Anderson, D. (2001). The change leader's roadmap: How to navigate your
organization's transformation.San Francisco,CA: Jossey-Bass/Pfeiffer.
Focus, E. (n.d.). Turkey—Business Culture. Retrieved December 03,2016, from
http://www.expatfocus.com/expatriate-turkey-business-culture
Passport to Trade Authors. (2014). Turkey. Lifelong Learning Programme. Retrieved December 03, 2016,
from http://businessculture.org/southern-europe/business-culture-in-turkey/
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IMA Authors. (2015). Doing Business in Turkey. IMA. Retrieved December 03,2016, from
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