In this series about Culture, Change, and Leadership we’ve discussed how organizational change can fail or be successful and how organizational culture can help or hinder. This article provides an overview of what we’ve covered thus far - including my Change Circle approach.
You probably know about the 70% failure rate of organizational change. One of the reasons is that change programs don’t align with the current culture. A more fundamental cause is the conventional command and control mindset and linear worldview of many leaders and employees.
After looking at some powerful questions based on the Competing Values Framework, let’s look at this case that illustrates the crucial role of (positive) leadership. It shows how an “old-fashioned” CEO stifles an organization and how one division considers taking ownership of their change. Positive leadership started with asking different questions and giving their staff more space and trust to solve the challenges of this division…
Of course, positive leadership as discussed before entails more than asking questions. But let’s focus on the art of asking questions to facilitate successful organizational change. I’ll share one question based on the OCAI and the Competing Values Framework that helps people define what successful change would mean for their organization.