How Visible and Invisible Forces Shape Culture

forces of culture, visible invisible

Edward Stack, CEO of Dick’s Sporting Goods one of the largest United States retailers took a bold stand to no longer sell assault rifles. In addition, they will only sell guns to those 21 years and older. At a time when the country is divided over second amendment rights, gun control, and public safety, why would a company like Dick’s make such a decision? Was it the discovery that Nikolas Cruz the 19-year-old responsible for the Florida attack had purchased a gun from Dick’s previously? Was it because of the millennials protesting gun violence? What are the cultural implications? These answers can be found by looking at how the environment influences decision-making, public opinion, leadership, and culture.

Transform Your Culture With Three Powerful Drivers

transform culture drivers

There are several approaches to changing cultural norms in an organization, however, the actual transformation comes from its people doing something unique, adopting new behaviors, changing the way they solve problems, and the way they communicate and interact with each other.

To change something, we must understand the way it’s created, formed and influenced. Here are three powerful drivers of culture: behaviors, techniques, and symbols.

3 Pivotal Conversations to Mobilize Your Team for a Reorganization

conversations on change

A while ago, I was counseling a senior executive of a government bureau who was two years into shaping his agency to be more customer and results-centered. He rebuilt his 200-person group, propelled key actions, coached his staff on changing mindsets, and settled on some challenging personnel decisions. At about the same time these efforts were beginning to reveal positive outcomes, a new governor was named. His main goal? To shape my client’s agency to be more customer- and results-centered! What could this senior leader say? “That’s what we’re already doing” would have appeared defensive and resistant. He basically sat passively as his new manager laid out plans for stirring things up.

Charting For Change In The Workplace

Applying Kurt Lewin’s change model in the modern organization

Kurt Lewin freeze-unfreeze

Change management can be tedious and challenging, but it is a well-trodden path. Many analysts have created useful models to manage change in different respects; this article touches upon Kurt Lewin’s famous change model and presents insights about actionable changes.

Why Boards of Directors Need a New Profile

Insights from psychological and spiritual synthesis

servant leaders & culture change

Ongoing failures and scandals

A scan of the literature, the internet and my interviews with a number of governance practitioners has revealed that when selecting and developing board directors – profit or non-profit, the focus is very much on what they know, who they know, and what they’ve done.

Perhaps, given the awesome responsibilities of 21st century directors (both profits and non-profits), with business having a key role in overcoming probable mega-disasters in society, the environment and the economy; the focus should at least be equally on their character virtues, an other– orientation (not self-serving), and purpose.