UNDERSTANDING CHANGE MANAGEMENT
This is a challenging time for organisations; business, governmental, religious, or any affiliation or association of people who must work together in a productive and goal oriented manner. Regulations, laws, and policies create shifting sands and often a storm of protest in the modern workplace, where we may feel disoriented because our foundation of standards and the old ways of conducting ourselves has crumbled. There is no solid ground some days due to external forces that impact the corporate culture, and that stress can replicate itself internally, impacting relationships, communication and productivity.
What is culture?
Culture is how work is done and how people are selected, developed, managed and rewarded. It includes an organisation’s values, decision-making processes, allocation of resources, division of power, and level of risk allowed
and encouraged. To successfully support the strategy and mission of the organisation, the culture, with all of its elements, must be aligned with the work process and human resource application.
In order for the new culture change to be effective, it must include: (i) mobilisation of leadership to take ownership of the change; (ii) creation of new roles and work policies that are aligned with strategic and cultural changes; (iii) development of human resources strategies to support the cultural change; and (iv) application of validated behaviour science to address the human side of change.
Jul-Sep 2013 Issue