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.
The interest in culture continues to grow but this growth comes with a proliferation of over-simplified and incorrect information about culture and culture change. CultureUniversity.com was launched in 2014 to cut through this misinformation and it’s grown to be a great resource for leaders and change agents (this is post #191).
Five new posts garnered the highest traffic in 2017 and my personal top insight from each post is captured in the list below.
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.
I recently met with a client responsible for organizational development in the financial services sector who was seeking ideas, information, and input from ImagineNation™ towards cultivating a “fail fast” organizational culture. It caused me to explore what might be some of the key messages that could be sent to people to create permission, vulnerability, safety, courage, and trust for the deep learnings that mistakes and failure provide in advancing creativity, invention, and innovation.
How could developing a “fail fast” culture help organizations survive, flow, and flourish with high levels of ambiguity, uncertainty, volatility, and instability in the operating environment?
A healthcare services organization recently shared a discovery conversation as to how we could support and enable them to develop a compassionate and caring culture. They had some clarity as to their organizational aspiration—what outcomes they wanted and why it was important to achieve them. They had also collated significant Patient Care information and had key elements in place to do what they believed to be important in order to deliver compassionate care to patients.
However, they lacked a common understanding as to what “compassionate care” might mean, how it manifested or not, and how it might impact people’s experience and productivity at work. They were also concerned that staff did not have the time, energy, and the permission to be fully present and accommodating to provide compassionate care, considering the diverse range of individual patient needs and complex problems.