Take a Skills-Based Approach to Culture Change

"Organizational Culture and Leadership" by Ed Schein: “Perhaps the most intriguing aspect of culture as a concept is that it points us to phenomena that are below the surface, that are powerful in their impact but invisible and to a considerable degree unconscious. In that sense, culture is to a group what personality or character is to an in

The distinguishing feature of the scenario culture is that it has invested in assumptions, values and mental models. Tools and techniques are secondary. However sophisticated the tools, if there is no significant effect on assumptions, values and mental models, people will quickly fall back into the old habit of asking "Tell me what will happe

Though Shell, BP, Hanover, and Harley-Davidson took very different approaches to developing capacity to work with mental models, their work involved developing skills in two broad categories: skills of reflection and skills of inquiry. Skills of reflection concern slowing down our own thinking processes so that we can become more aware of how we fo

Though Shell, BP, Hanover, and Harley-Davidson took very different approaches to developing capacity to work with mental models, their work involved developing skills in two broad categories: skills of reflection and skills of inquiry. Skills of reflection concern slowing down our own thinking processes so that we can become more aware of how we fo

But as you move toward the more intangible elements, such as people’s deep-seated attitudes and beliefs, your leverage for effective change increases. You come closer to looking at the underlying reasons why the rules, physical structure, and work processes take their current form.

even if your systemic understanding is completely wrong, if you are willing to take action and reflect on your action, you will be able to act consistently and make genuine improvements.

Leaders who take on a new division or join a new company must also consider the company culture. How did it develop? Why is it the way it is? Without a historical lens into the company culture, leaders risk focusing solely on process, which wastes a lot of time and energy. Those within the company need to be heard and understood, and the leader mus