In part one of my two-part post, I introduced the notion of organizational courage and shared my thoughts on what it is and provided some framing. In this post I will share practical strategies and action steps you can take to build courage within your organization.
Finding personal courage is hard enough, but what happens when an entire organization needs courage?1 Courage is the will to act in spite of fear or despair, for the purpose of human growth. Fostering organizational courage is difficult but the key lies in being true to vision and values while at the same time embracing current reality, despair, and fears.
Experienced consultants bring a wealth of knowledge and understanding that can contribute greatly to guiding organizations towards their cultural objectives. These change agents offer perspectives that go beyond conventional practice to provide tailored strategies that help leaders with their constructive impact or in discovering their organizational potential. By leveraging a skilled consultant, leaders can navigate the complexities […]
Artificial Intelligence is not just changing our future; it’s transforming our present. How do leaders navigate this rapid technological evolution? The answer lies in Constructive leadership styles and cultural norms. In our latest blog post, “Embracing Constructive Styles for Organizational Success in the Era of AI,” we explore how these styles equip leaders and teams to tackle AI’s challenges and opportunities head-on. Read on to discover strategies for fostering innovation, empowering employees, and ensuring that your organization thrives in the AI era.
Organizational culture and safety performance are inextricably linked. In order to improve safety performance, the organizational culture must be assessed and then employees engaged in improvement efforts.
For many months, the board and CEO of your organization have been focused on a more generative and healthier balance of efficiency, velocity, flexibility, long-termism, sustainabla-bla-bla results, strengthening core yada-yada values, human capitabla-bla, clarity of purpose, and profit bla-bla-bla. (Even if you believe in these “buzz words,” we all recognize that they can be a trigger/distraction.)
The organization is doing a lot in the name of change with regard to strategy, vision, and business process. And your company has already invested millions in new product development/innovation, agile processes/structures, office design, change management protocol, new internal communication campaigns, and many town halls. You even built beautiful digital centers of excellence.
But still, transformation isn’t happening fast enough.
In order for members of an organizational culture to feel like they can fully contribute to the success of that organization, they must feel a sense of safety to protect, innovate and renovate. Cultures that create an environment of Cultural Dissonance eliminate the capacity for their members to help that culture evolve positively towards organizational goals. This is the experience that so many of the now famous convicted, fined and bankrupted companies navigated when the United States experienced a rash of public scandals.
What do you think when you hear the words “culture change”? More important, what do your baseline employees—the women and men who get the essential and routine work done—think when they’re first introduced to organizational culture change? Here are seven factors that, when discussed openly and honestly, will help the average worker in your organization quickly adapt to, and become a champion of, culture change.
Perceptions of discrimination in the workplace have organization-wide repercussions as they can lead to variety of negative outcomes, such as lower levels of psychological well-being, decreased job satisfaction and commitment, reduced job performance and productivity, and increased turnover intention.
Edgar Schein : Aperçus de la Cinquième Édition de Organizational Culture and Leadership
Jen White is a passionate HR business leader and shares her personal story, leadership insights of being responsible for culture change, and how she has navigated this journey.
In an earlier post, ‘Culture for the age of ideas’, we argued that the culture of many organisations is still unthinkingly based on the old industrial-era mindset of scientific management and command and control. We suggested that there are a number of persistent organizational behaviors that have their origins in this outmoded culture that are now actively preventing the things that modern organisations know they most need: employee engagement, commitment and creativity, for example. This idea was fully explored in our book. My Steam Engine Is Broken: Taking the organization from the industrial era to the age of ideas.
Grâce cette publication, vous pourrez accélérer le changement de votre culture organisationnelle. Chaque leader comprendra ici les bénéfices des réflexions critiques sur la culture ainsi que la résolution de problèmes, le changement, l’engagement, la stratégie, le recrutement et le consulting avec Edgar Schein, Professeur Émérite au MIT Sloan School of Management et personnalité la plus influente dans le domaine de la culture.
A number of years ago, I got a call from a CEO of a high-tech firm that was having difficulty executing strategy. According to him, every fall the executive team went off on a high-powered retreat to do strategic planning, only to come back a year later with very little of it having been accomplished. At this point the market was catching up with them, and they needed to be much more nimble and innovative to compete. After several years of trying different facilitators, the CEO began to realize that perhaps the problem was with them. And perhaps it had to do with their culture.
In today’s ever-evolving workplace, adaptability is crucial—not just a welcomed advantage, but a fundamental necessity for staying relevant and thriving. Achieving success goes beyond just sketching out goals and strategies; it’s about consistently reviewing our progress and adjusting our sails as needed. Developing constructive leaders, fostering unified teams, and nurturing an achievement-oriented organizational culture are […]
