Deciding & Achieving > Management Culture > Culture in Organizations > Handling New Values

Handling New Values

Installing Values is So Difficult

People can be told to do something and, if willing, they do it. But no-one can simple be told to think or believe something. Even if willingness exists, new ideas do not automatically stick.  So: cultures cannot be «implemented».

Even the notion of «evolving» a culture is misleading. Evolution is what happens, not what a leader does. Values that we hold seem so obviously right. Values that we do not hold seem so wrong and ridiculous.

A capable leader will notice signs of degraded values and act…

if ► he recognizes the need for strong management
if ► he is ready to work with values (culture)
if ► he knows what he should be doing

These are the basic requirements to sensibly introduce and foster appropriate new values. In the case of «management culture», you will see that development is encouraged byClosed each mode running into limitations inherent in its own nature, and spontaneously generating situations that naturally require attention.

Requirements for Success

Many staff will resist and oppose change and new values every step of the way. Sometimes even top team members find themselves hanging on to old habits. Also, some of the needed transitions will not be congenial; and all seem to distract from the primary operational task, causing upheaval and controversy.

ClosedCan everyone accept change?

► Always validate many of the existing values. ClosedWhy?

► Always install new values as a system, never singly. ClosedWhy?

► Stage change and follow the THEE order. ClosedWhy?

Installation = Communication

Listing and explaining essential values is relatively straightforward.  The far larger and harder part is working out what it means to bring them to life in the organization. This working out (or working through) involves explanations, examples and debates.

Strong silent types cannot deal with new values because handling and installing new values depends on effective communication. As well as frank discussions, even confrontations at times, there need to be periodic symbolic gestures and the setting of examples to make the new requirements clear to everyone.

External consultants may usefully facilitate new understandings and practice-based discussions.

This story starts where it must: in a sea of pragmatism.

Originally posted: 17-Jun-2011




All posted material is part of a scientific project and should be regarded as provisional. Visitors are encouraged to think through the topics and propositions for themselves. Copyright © Warren Kinston 2009-2016.
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