Why would you bother with Culture? Simple: if you don't work with culture, it might work against your organization's much-needed change. And you'll never know what hit you... Or, maybe you have your suspicions - as we can see from the research findings below:

Let’s continue the workshop with our thirty Library staff in the room. Read the first part of our OCAI culture workshop if you haven’t already.

We understand what current culture entails from values down to behaviors and we have identified the “shadow side”: the less-effective behaviors that we would like to stop, do less of, or change in any way.

In my last post, we identified four strategies of organizational change. Today, we'll take a look at strategies 3 and 4: to engage people and to personally embody the change.  As discussed, organizational change has to start where people are: we depart from the (potentially blocking) current culture. Next, we let people develop their change plan including an empowering, positive culture with new behaviors.

When you’d like an organizational change to succeed it’s a good idea to start where people are: current culture, as discussed in my last blog post. To quickly map current and desired culture I use the validated Organizational Culture Assessment Instrument (OCAI), developed by professors Kim Cameron & Robert Quinn at the University of Michigan.