Bate Strategies for Cultural Change

1. Auflage 2013
ISBN: 978-1-4831-6395-6
Verlag: Elsevier Science & Techn.
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 316 Seiten, Web PDF

Strategies for Cultural Change develops a conceptual framework for thinking about cultural change. Starting with a discussion of the vocabulary (the concepts) of cultural change, the book moves on to the grammar (the thinking structures), and finally the ''oral'' practice (the applications) of cultural change in the organizational setting. Four main questions are addressed: Why change culture? Is planned cultural change possible? What kind of cultural change is envisaged? How does cultural change occur? The book contains 14 chapters organized into two parts. Part One examines the different types of cultural change strategy in some depth. ''Developmental'' and ''transformational'' strategies are then brought together into a single conceptual framework for cultural change. Part Two shifts from strategy to implementation; from thinking frameworks to frameworks for action. It begins by surveying current practice and examines the various, often strikingly different, ways in which people seek to effect cultural change in their organizations. Accounts are presented based both on the author's own first-hand experiences of working with private and public sector companies on cultural change programs, and on an extensive review of the available literature.

Autoren/Hrsg.

Bate, Paul

Inhaltsverzeichnis

1;Front Cover;1
2;Strategies for Cultural Change;4
3;Copyright Page;5
4;Table of Contents;6
5;Acknowledgements;8
6;Part One: Frameworks for Thinking about Cultural Change;10
6.1;Chapter 1. Turtles all the way down;12
6.1.1;Introduction;12
6.1.2;Working with complexity;13
6.1.3;Asking good questions;15
6.1.4;Why change culture?;16
6.1.5;Is planned cultural change possible?;16
6.1.6;What kind of cultural change is envisaged?;16
6.1.7;How does cultural change occur?;17
6.1.8;You can't judge a book by its cover;17
6.1.9;Culture as strategy, strategy as culture;26
6.2;Chapter 2. Thinking culturally;34
6.2.1;Why Change Culture?;35
6.2.2;Changing culture to change structure;37
6.2.3;Changing culture to change strategy;42
6.3;Chapter 3. Strategies for cultural development;44
6.3.1;Spelling it out in more detail, Ray has this to say;48
6.3.2;Dedication;54
6.3.3;Or even a piece of garbage;56
6.3.4;Methods of enforcement;56
6.3.5;1 Taking care of people;57
6.3.6;2 Giving people their heads;58
6.3.7;3 Having fun;59
6.3.8;4 Handing out 'personal' corporate jewellery and other symbolic rewards;60
6.3.9;5 Spelling it out;62
6.3.10;6 Getting heavy;62
6.4;Chapter 4. Strategies for cultural transformation;90
6.4.1;'Normal' solutions no longer work: the 'resting on your laurels' syndrome;92
6.4.2;Missed opportunities and unrealized ambitions: the . see no ships'

syndrome;96
6.4.3;Compulsive, repetitive behaviour: the 'round and round in circles' syndrome;98
6.5;Chapter 5. Tales from the rails: the APT fiasco;111
6.5.1;The post-mortem: the anti-innovative culture within BR;114
6.5.2;Segmentalism;115
6.5.3;Conservatism;120
6.5.4;Isolationism;122
6.5.5;Elitism;125
6.5.6;Neologism;126
6.5.7;Structuralism;128
6.5.8;Pragmatism;130
6.6;Chapter 6. The Castalian Culture;133
6.6.1;The Castalian organization;138
6.7;Chapter 7. Towards an integrated strategy for cultural change;144
6.7.1;Overview;144
6.7.2;The specifics;147
6.7.3;Gaining an appreciation of the culture to be changed;147
6.7.4;Establishing the origins and trajectory of organization culture (cultural archaeology and the architecture of culture);149
6.7.5;Designing a strategy to fit the development cycle of culture;151
6.7.6;Assessing cultural lag: managing the interface between cultural change and changes in the wider environment;166
6.7.7;Assessing ambitions for cultural change against possible outcomes;171
7;Part Two: Implementing Cultural Change;176
7.1;Chapter 8. The aggressive approach;178
7.1.1;Profile;178
7.1.2;Rationales;185
7.1.3;Survival;186
7.1.4;Redemption;186
7.1.5;Initiative;186
7.1.6;Innovation;187
7.2;Chapter 9. The conciliative approach;189
7.2.1;Profile;189
7.2.2;Rationales;192
7.2.3;Perceived lack of power;192
7.2.4;Conflict avoidance;193
7.2.5;Continuity;193
7.2.6;Simultaneous construction/deconstruction (Gray et al., 1985);193
7.2.7;Competence;193
7.2.8;Obsolescence;194
7.3;Chapter 10. The corrosive approach;195
7.3.1;Profile;195
7.3.2;Rationales;197
7.3.3;Performance-led culture change;197
7.3.4;Networks and culture change;198
7.4;Chapter 11. The indoctrinative approach;201
7.4.1;Profile;201
7.4.2;Rationales;207
7.4.3;Changing culture at a deep-structural level;207
7.4.4;The fît between the indoctrinative approach and classic OD;208
7.5;Chapter 12. Evaluating different approaches to cultural change;211
7.5.1;The design parameters for cultural change;211
7.5.2;Expressiveness (the affective component);214
7.5.3;Commonality (the social component);216
7.5.4;Penetration (the demographic component);217
7.5.5;Adaptability (the developmental component);218
7.5.6;Durability (the institutional component);218
7.5.7;Assessing the four approaches in terms of the design parameters;219
7.6;Chapter 13. Designing an effective approach to cultural change;221
7.6.1;First phase: deformative;226
7.6.2;Second phase: reconciliative;231
7.6.3;Third phase: acculturative;234
7.6.4;Fourth phase: enactive;236
7.6.5;Fifth phase: formative;241
7.7;Chapter 14. Leading cultural change;244
7.7.1;Re-thinking leadership;246
7.7.2;'Leadership in crisis! Leadership in crisis! Read all about it!';249
7.7.3;The Aesthetic Dimension (the sensate, the ideational and the idealistic; the 'spices' of culture);254
7.7.4;The Political Dimension (putting the idea into words, and giving the ownership of that idea to the organization community);266
7.7.5;The Ethical Dimension (cultural change as a guided learning process);281
7.7.6;The Action Dimension (converting cultural meanings into cultural practices – and back again);285
7.7.7;The Formative Dimension (the architecture of culture);288
8;References;298
9;Index;311