CULTURE CHANGE CHAPTER Revised - OD HANDBOOK.doc

8/21/2019 CULTURE CHANGE CHAPTER Revised - OD HANDBOOK.doc

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A Process for Changing Organizational Culture

Kim CameronRoss School of BusinessUniversity of Michigan

701 Tappan StreetAnn Aror! Michigan "#10$

7%"&'1(&()"7*im+cameron,umich-e.u

/n Thomas - Cummings 2.-3 4an.oo* of 5rgani6ational evelopment! pages ")$&""(3 Thousan. 5a*s! CA

Sage 9ulishing-

mailto:[email protected]:[email protected]


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Kim CameronUniversity of Michigan

Much of the current scholarly literature argues that successful companies&&those :ith

sustaine. profitaility an. aove&normal financial returns&&are characteri6e. y certain :ell&

.efine. e;ternal con.itions- These con.itions inclu.e having 13 high arriers to entry e-g-! the

.ifficulty of other firms entering the mar*et! so fe:! if any! competitors e;ist3! )3 non&

sustitutale pro.ucts e-g-! others cannot .uplicate the firm


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Thin* of it- /f you :ere going to start a usiness an. :ante. to ma*e a lot of money!

:hat mar*ets :ill you most li*ely avoid ?airlines! .iscount retailing! consumer electronics!

pulishing! foo. .istriution The list of in.ustries represente. y these five companies loo*s

li*e an impen.ing .isaster for ne: entrants&&massive competition! horren.ous losses in the

in.ustry! :i.esprea. an*ruptcy! virtually no arriers to entry! little uni>ue technology! many

sustitute pro.ucts an. services! an. a non&lea.ership position in mar*et share- et! these five

firms out&performe. everyone even :ith none of the special competitive a.vantages-

@hat .ifferentiates these e;traor.inarily successful firms from othersD 4o: have they

een ale to succee. :hen others faile.D 4o: .i. @al&Mart ta*e on Sears an. K&Mart! the t:o

largest retailers in the :orl. at the time! an. almost .rive them out of usinessD @hile @al&Mart

prospere.! its largest rivals :ere force. to sell&off .ivisions! replace C25s more than once3!

.o:nsi6e .ramatically! close stores :holesale! an. even file Chapter 11 an*ruptcy- 4o: .i.

South:est thrive :hen several of its strongest competitors :ent elly&up e-g-! 2astern! 9an&Am!

T@A! Te;as Air! 9eople 2;press3D 4o: .i. Circuit City! Tyson oo.s! an. 9lenum 9ulishing

succee. :hen their competitors :ent out of usiness so rapi.ly that it


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@ith very fe: e;ceptions! virtually every lea.ing firm has .evelope. a .istinctive culture

that is clearly i.entifiale y its *ey sta*ehol.ers- This culture is sometimes create. y the initial

foun.er of the firm e-g- isney or Microsoft3- Sometimes it is .evelope. consciously y

management teams :ho .eci.e to improve their companyue corporate culture-

Fot all organi6ations automatically possess a strong an. highly effective culture! of course! so

this article .iscusses a metho.ology for ho: to lea. a culture change effort in an organi6ation- A

.efinition of organi6ational culture is first provi.e. follo:e. y the e;planation of a frame:or* for

un.erstan.ing culture in the conte;t of organi6ations- inally! a process for initiating culture change

is .escrie. :hich can e use. in organi6ational .evelopment interventions-

Definition of Organizational Culture

Although over 1(0 .efinitions of culture have een i.entifie. Kroeer G Kluc*hohn! 1$()3!

the t:o main .isciplinary foun.ations of organi6ational culture are sociological e-g-! organi6ations

have cultures3 an. anthropological e-g-! organi6ations are cultures3- @ithin each of these

.isciplines! t:o .ifferent approaches to culture :ere .evelope.8 a functional approach e-g-! culture

emerges from collective ehavior3 an. a semiotic approach e-g-! culture resi.es in in.ivi.ual

interpretations an. cognitions3- The primary .istinctions are .ifferences et:een culture as an

attriute possesse. y organi6ations versus culture as a metaphor for .escriing :hat organi6ations

are- The former approach assumes that researchers an. managers can i.entify .ifferences among

organi6ational cultures! can change cultures! an. can empirically measure cultures- The latter

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perspective assumes that nothing e;ists in organi6ations e;cept culture! an. one encounters culture

anytime one rus up against any organi6ational phenomena- Culture is a potential pre.ictor of other

organi6ational outcomes e-g-! effectiveness3 in the former perspective! :hereas in the latter

perspective it is a concept to e e;plaine. in.epen.ent of any other phenomenon-

A revie: of the literature on culture in organi6ational stu.ies reveals that a maEority of :riters

have come to an agreement that culture refers to the ta*en&for&grante. values! un.erlying

assumptions! e;pectations! an. .efinitions present :hich characteri6e organi6ations an. their

memers that is! they have a.opte. the functional! sociological perspective3- Most .iscussions of

organi6ational culture Cameron G 2ttington! 1$##= 5uic*ly an. .ramatically- Culture refers to implicit! often

in.iscernile aspects of organi6ations= climate refers to more overt! oservale attriutes of

organi6ations- Culture inclu.es core values an. consensual interpretations aout ho: things are=

climate inclu.es in.ivi.ualistic perspectives that are mo.ifie. fre>uently as situations change an.

ne: information is encountere.- The approach to change in this article focuses on cultural

attriutes rather than climate attriutes- /t consi.ers the Hlin*s among cognitions! human

interactions! an. tangile symols or artifacts typifying an organi6ationI etert! Schroe.er! G

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Mauriel! )0008#(%3! or! in other :or.s! Hthe :ay things areI in the organi6ation rather than peopleuestions aout language! that people ecome a:are that language is

one of their .efining attriutes- Similarly! culture is un.etectale most of the time ecause it is

not challenge. or consciously articulate.- Measuring culture! therefore! has presente. a

challenge to organi6ational scholars an. change agents-

Measuring Organizational Culture through Competing Values

The Competing Jalues rame:or* has proven to e a helpful frame:or* for assessing

an. profiling the .ominant cultures of organi6ations ecause it helps in.ivi.uals i.entify the

un.erlying cultural .ynamics that e;ist in their organi6ations- /t helps to raise consciousness of

cultural attriutes- This frame:or* :as .evelope. in the early 1$#0s as a result of stu.ies of

organi6ational effectiveness uinn G Rohraugh! 1$#13! follo:e. y stu.ies of culture!

lea.ership! structure! an. information processing Cameron! 1$#'= Cameron G uinn! 1$$$3-

The frame:or* consists of t:o .imensions! one that .ifferentiates a focus on fle;iility!

.iscretion! an. .ynamism from a focus on staility! or.er! an. control- or e;ample! some

organi6ations are effective ecause they are changing! a.aptale! an. organic! :hereas other

organi6ations are effective ecause they are stale! pre.ictale! an. mechanistic- This .imension

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ranges from organi6ational versatility an. pliaility on one en. to organi6ational stea.iness an.

.uraility on the other en.-

The secon. .imension .ifferentiates a focus on an internal orientation! integration! an.

unity from a focus on an e;ternal orientation! .ifferentiation! an. rivalry- That is! some

organi6ations are effective ecause they have harmonious internal characteristics! :hereas others

are effective ecause they focus on interacting or competing :ith others outsi.e their oun.aries-

This .imension ranges from organi6ational cohesion an. consonance on the one en. to

organi6ational separation an. in.epen.ence on the other-

Together these t:o .imensions form four >ua.rants! each representing a .istinct set of

organi6ational effectiveness in.icators- igure 1 illustrates the relationships of these t:o

.imensions to one another along :ith the resulting four >ua.rants- These .imensions have een

foun. to represent :hat people value aout an organi6ationua.rants that are also contra.ictory or competing on the .iagonal- The upper

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left >ua.rant i.entifies values that emphasi6e an internal! organic focus! :hereas the lo:er right

>ua.rant i.entifies values that emphasi6e e;ternal! control focus- Similarly! the upper right

>ua.rant i.entifies values that emphasi6e e;ternal! organic focus :hereas the lo:er left >ua.rant

emphasi6es internal! control values- These competing or opposite values in each >ua.rant give

rise the name for the mo.el! the Competing Jalues rame:or*-

2ach of the four >ua.rants has a lael that characteri6es its most notale characteristics&&

clan! a.hocracy! mar*et! an. hierarchy- These >ua.rant names :ere .erive. from the scholarly

literature an. i.entify ho:! over time! .ifferent organi6ational values have ecome associate.

:ith .ifferent forms of organi6ations?for e;ample! @eer


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Culture Types

As note. in igure 1! the competing values frame:or* i.entifies four .istinct types of

cultures in organi6ations-

The clan culture! in the upper left >ua.rant of igure 1! is typifie. as a frien.ly place to

:or* :here people share a lot of themselves- /t is li*e an e;ten.e. family :ith est frien.s at

:or*- Lea.ers are thought of as mentors! coaches! an.! perhaps! even as parent figures- The

organi6ation is hel. together y loyalty! tra.ition! an. collaoration- Commitment is high- The

organi6ation emphasi6es the long&term enefits of in.ivi.ual .evelopment :ith high cohesion

an. morale eing important- Success is .efine. in terms of internal climate an. concern for

people- The organi6ation places a premium on team:or*! participation! an. consensus-

/n the upper right >ua.rant of the competing values frame:or* is the adhocracy culture-

/t is characteri6e. as a .ynamic! entrepreneurial! an. creative :or*place- 9eople stic* their

nec*s out an. ta*e ris*s- 2ffective lea.ership is visionary! innovative! an. ris*&oriente.- The

glue that hol.s the organi6ation together is commitment to e;perimentation an. innovation- The

emphasis is on eing at the lea.ing e.ge of ne: *no:le.ge! pro.ucts! an.Nor services-

Rea.iness for change an. meeting ne: challenges are important- The organi6ationuiring ne: resources- Success means pro.ucing uni>ue an.

original pro.ucts an. services-

A market culture in the lo:er right >ua.rant is a results&oriente. :or*place- Lea.ers are

har.&.riving pro.ucers! .irectors! an. competitors- They are aggressive an. .eman.ing- The

glue that hol.s the organi6ation together is an emphasis on :inning- The long&term concern is

on competitive actions an. achieving stretch goals an. targets- Success is .efine. in terms of

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mar*et share an. penetration- 5utpacing the competition! escalating share price! an. mar*et

lea.ership .ominate the success criteria-

The organi6ational culture in the lo:er left >ua.rant! the hierarchy culture! is

characteri6e. as a formali6e. an. structure. place to :or*- 9roce.ures an. :ell&.efine.

processes govern :hat people .o- 2ffective lea.ers are goo. coor.inators! organi6ers! an.

efficiency e;perts- Maintaining a smooth&running organi6ation is important- The long&term

concerns of the organi6ation are staility! pre.ictaility! an. efficiency- ormal rules an. policies

hol. the organi6ation together-

Cameron an. 2ttington


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frame:or*! an. that the resulting culture profiles are pre.ictive of multiple performance factors

such as organi6ational effectiveness Cameron G reeman! 1$$13! the success of mergers an.

ac>uisitions Cameron G Mora! )00%3! an. >uality of life in organi6ations uinn G Spreit6er!

1$$13- The manner in :hich organi6ational culture is .escrie. an. e;perience. y in.ivi.uals! in

other :or.s! is congruent :ith the .imensions of the competing values frame:or* see Mason G

Mitroff! 1$7%= Mitroff G Kilmann! 1$7'3- The *ey to assessing organi6ational culture! therefore! is

to i.entify aspects of the organi6ation that reflect its *ey values an. assumptions an. then give

in.ivi.uals an opportunity to respon. to these cues- An instrument! calle. the 5rgani6ational

Culture Assessment /nstrument 5CA/3! :as .evelope. to i.entify an organi6ation


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values an. implicit assumptions aout the :ay the organi6ation functions- They reflect Hho: things

areI in the organi6ation- This list of si; content .imensions is not comprehensive! of course! ut it

has proven in past research to provi.e an a.e>uate picture of the type of culture that e;ists in an

organi6ation- These si; .imensions! for e;ample! have een foun. to e e>ually pre.ictive as :hen

eight! t:elve! or si;teen .imensions are use. see Cameron G uinn! 1$$$3- By having organi6ation

memers respon. to >uestions aout these .imensions! the un.erlying organi6ational culture can e

uncovere.- The items in the 5CA/ are repro.uce. in the appen.i;-

An important caveat in culture assessment is that it may ma*e little sense to assess the

culture of the overall or. Motor Company! for e;ample! inasmuch as it is too large!

heterogeneous! an. comple; an organi6ation- Conse>uently! in.ivi.uals are .irecte. to target a

specific organi6ational unit as they respon. to the >uestions on the 5CA/- This organi6ational

unit is one in :hich unit performance is a relevant factor?not :holly .epen.ent upon a larger

unit?an. that possesses its o:n organi6ational i.entity- 2valuations shoul. e in.ivi.uals in the

organi6ation :ho have a perspective of the relevant organi6ation


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communication! an. reveals elements of the organi6ationuestion8 If your organization is to flourish, to achieve dramatic success, and to

accomplish its highest aspirations in, say, five years, what kind of culture will be required? After

in.ivi.ual culture scores are pro.uce. a secon. time! a consensus uil.ing process occurs again

in :hich a preferre. future culture profile is .evelope. y the respon.ent group y follo:ing the

same .iscussion process- The current an. the preferred future culture profiles can then e

compare. to .etermine the e;tent to :hich a culture change process is re>uire.- /n a large

maEority of organi6ations! some culture change is .esire. as in.icate. y a .ifference in the

culture profiles pro.uce. y the t:o consensus uil.ing .iscussions-


Changing organi6ational culture is a very .ifficult goal to achieve! not only ecause

culture is largely unrecogni6e.! ut ecause once set! commonly share. interpretations! values!

an. patterns are .ifficult to mo.ify- 4o:ever! once it has een .etermine. that culture change is

a .esire. oEective! memers of an organi6ation can engage in a set of steps that :ill put a

culture change process in motion- The outcome of these steps is a process for moving an

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organi6ational processes! conversations! language! symols! an. values! none of :hich y itself

ensures that culture change :ill occur! ut in comination they create a great .eal of momentum

to:ar. fun.amental culture change in organi6ations-

To e;plain these seven steps! an anonymous3 organi6ational e;ample is provi.e. :ith its

current an. preferre. future culture profile. in igure %- The soli. line represents the

organi6ation


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The purpose of this step is to clarify for the organi6ation the things that :onue mission! an. the

special organi6ational i.entity that has een create. over time- An organi6ation shoul. not

aan.on core aspects of :hat ma*es it uni>ue! :hereas some other aspects of the organi6ation

:ill nee. to e transforme.- /.entifying :hat culture change means an. .oesnua.rant to mean more employee empo:erment! more participation an.

involvement in .ecision ma*ing! an. more cross&functional team:or*- More clan emphasis .i.

not mean lac* of stan.ar.s an. rigor! an asence of tough .ecisions! or a tolerance for

me.iocrity- /n a..ition! moving a:ay from the hierarchy >ua.rant :as interprete. to mean

fe:er sign&offs on .ecisions! less micro&management! an. eliminating paper:or*- /t .i. not

mean lac* of measurement! not hol.ing people accountale! an. not monitoring performance-

)- Identifying stories- Since organi6ational culture is est communicate. through

stories Martin! 1$$)= Martin! et al-! 1$#%3! a secon. step in the culture change process is to

i.entify one or t:o positive inci.ents or events that illustrate the *ey values that :ill characteri6e

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more clearly communicate. through stories than in any other :ay- Fot only .o these stories help

clarify the culture change! ut in.ivi.uals are less an;ious aout moving into an un*no:n future

:hen they can carry parts of the past :ith them- @hen the parts of the past eing carrie.

for:ar. are e;amples of est practices! pea* performance! an. aspirational levels of

achievement! organi6ation memers are motivate. to pursue them! they are clear aout :hat is to

e accomplishe. y the change! an. they can i.entify :ith the core values eing illustrate.-

/n the organi6ation illustrate. in igure %! the most common an. motivational story

associate. :ith the preferre. future culture :as of a special proEect that ha. recently een

accomplishe. appro;imately 7( percent ahea. of sche.ule an. #0 percent un.er u.get :ith

e;tremely high morale an. i.entification among employees- Fumerous e;amples of innovation

an. entrepreneurship ma.e that achievement possile- /n fact! the :atch cry :as! HMa*e the

impossile possileI in the proEect team- 2lements of that story :ere use. to illustrate :hat the

organi6ation as a :hole :as shooting for as eing in.icative of their future culture-

%- etermining strategic initiatives. Strategic initiatives involve the activities that

:ill e starte.! stoppe.! an. enhance.- They are actions .esigne. to ma*e maEor changes that

:ill pro.uce culture change- @hat ne: things must e egunD @hat activities :ill e stoppe.!

or :hat :oul. have een .one that :ill no: not e .one as a result of the culture change

initiativeD Most organi6ations have much more .ifficulty stopping something than starting it! so

i.entifying :hat :onuire.D @hat processes an. systems

nee. to e .esigne.! or re.esigne.! to support the change initiativesD /n :hat :ays can the

organi6ation


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/.entifying :hat is to e starte. is a :ay to help the organi6ation thin* of strategic

initiatives that have not een previously pursue.- /.entifying :hat is to e stoppe. helps focus

resources an. energy so that non&value&a..e. activities?usually characteristic of the previous

culture?:ill not inhiit the change process- /.entifying :hat is to e enhance. implies that

some activities eing pursue. currently can engen.er change if they are enhance. :ith more

resources! more attention! or more lea.ership-

2;amples of strategic initiatives in the illustrative case in igure % inclu.e the

.evelopment of a lea.ership .evelopment program! a uni>ue employee o:nership program! an.

a u.geting process that set asi.e fun.s for entrepreneurial ventures an. e;perimentation :ithin

the company-

"- Identifying small wins- The rule of thum regar.ing small :ins is to fin.

something easy to change! change it! an. pulici6e it- Then! fin. a secon. thing easy to change!

change it! an. pulici6e it- Small :ins are imme.iate actions that represent ay steps in the

.irection of culture change- They can e implemente. imme.iately! ut none of them y

themselves represent sustantial change- Small successes create momentum in the .esire.

.irection! inhiit resistance&&since sel.om .o people resist small! incremental changes&&an.

create a an.:agon effect so that a..itional supporters get on oar.- @hen in.ivi.uals see that

something is changing! even if it is small in scope! a sense of progress an. a.vancement is

create.! an. that sense helps uil. support for the larger an. more fun.amental changes- The

iggest mista*e ma.e y organi6ations instituting a small :ins strategy is that the first t:o steps

are achieve. ut not the thir.- That is! small changes are initiate. ut they are not pulicly

ac*no:le.ge. an. celerate.- The pulicity accompanying the small :ins is the chief

momentum creator-

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/n the illustrative case igure %3! part of the culture change effort involve. the

.ismantling of an ol. program! inclu.ing some physical structures- Certain of these visile

physical structures :ere .ismantle. even though .oing so :as not a necessary part of the ne:

strategy nor .i. their .emolition create any particular a.vantage- The removal of the structures

:as simply part of a small :ins strategy?to sho: progress! create a sense of momentum! an.

uil. support for the larger initiatives- 5ther small :ins inclu.e. things as simple as changing a

color scheme in uil.ings! painting offices! .ecorating :or* spaces! an. eliminating or creating3

special par*ing spaces-

(- Craft metrics, measures, and milestones- etermining the *ey in.icators of

success! :hat to measure! ho: to measure it! an. :hen certain levels of progress :ill e note. is

a crucial part of the change process- An important shortcoming in most change processes!

especially :hen the target of change is as soft an. amorphous as organi6ational culture! is the

neglect of har. measures of achievement an. progress- Change re>uires the i.entification of

in.icators of success in culture change as :ell as interim progress in.icators- A .ata gathering

system nee.s to e .esigne. as .oes a time frame for assessing the results- @hat gets measure.

gets attention! so the *ey initiatives an. outcomes must have metrics an. measuring processes

associate. :ith them- 5f course! overloa.ing systems :ith multiple measures is a sure :ay to

*ill change initiatives! so the *ey to goo. metrics! measures! an. milestones is to i.entify fe:

enough to e helpful! attach them to .ecisions an. resource allocations! attach them to the *ey

levers an. in.icators of change! an. ensure that they are un.erstoo. y those involve. in the

culture change process-

By :ay of e;ample! the organi6ation in the case illustration specifie. times for specific

changes to e complete.! .esigne. follo:&up an. reporting events! an. .evelope. mechanisms

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such as a monthly intervie: program in or.er to ensure that in.ivi.uals an. organi6ational units

follo:e. through on personal commitments an. assignments-

'- Communication and symbols- /t is certain that resistance to culture change :ill

occur in organi6ations- /n.ivi.uals< asic :ay of life :ill e challenge. an. change.! an.

familiar territory :ill e altere.- un.amental aspects of the organi6ation :ill e change.! so

culture change is sure to generate stiff resistance- Communicating the culture change process!

therefore! is a critical tool in helping to overcome resistance an. generate commitment-

2;plaining :hy the culture change is necessary an. eneficial is proaly the most vital step in

generating commitment- Research suggests that people ten. to e;plain H:hyI to people they

care aout an. hol. in high esteem- They ten. to tell H:hatI to those they care less aout or hol.

in lo: esteem- 2;plaining H:hy!I therefore! communicates oth caring an. esteem to those

involve. in the culture change process-

Sometimes in or.er to ma*e a case for change! the current or past state is critici6e. or

.enigrate.- The prolem is! most organi6ation memers :ere a part of the previous con.ition as

:ell as part of the future culture change- Criticism of the past .iminishes commitment ecause it

is interprete. as a criticism of organi6ation memers< previous est efforts- /nstea. of criticism!

hol.ing a funeral?celerating the est of the past ut outlining a future in :hich certain parts of

the past :ill not e carrie. for:ar.?is a more effective :ay to move past aspects of the ol.

culture that :ill e urie. an. left ehin.-

Buil.ing coalitions of supporters among *ey opinion lea.ers! involving in.ivi.uals most

affecte. y the changes! an. empo:ering in.ivi.uals to implement aspects of the change process

are also :ays to help re.uce resistance- Sharing as much information as possile on a regular

asis! an. as roa.ly as possile! helps inhiit the ten.ency people have to ma*e up their o:n

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information in the presence of amiguity or uncertainty- Re.ucing rumors y provi.ing factual

information! provi.ing fee.ac* on initiatives! an. hol.ing pulic events to share up&.ates are all

:ays to engen.er support-

inally! among the most important initiatives that accompany culture change is a change

in symols- Symols are visual representations of the ne: state! so i.entifying symols that

signify a ne: future is an important part of culture change- Symols help organi6ation memers

visuali6e something .ifferent! provi.e a ne: interpretation of the organi6ation! an. provi.e a

rallying point for people supportive of the change- Fe: logos! ne: structures! ne: events! ne:

charters! or other symolic rallying points can e use.-

The organi6ation in igure % pro.uce. vi.eo tapes featuring in.ivi.uals :or*ing on the

culture change to highlight progress in the change efforts! hel. regular to:n meetings to share

up&.ate. information! sent teams of representatives to various parts of the organi6ations to

a..ress >uestions an. hol. focus groups! an. create. numerous symols?inclu.ing specific

company songs?signaling the successful culture change initiative-

7- !eadership development. All organi6ational change re>uires lea.ership!

champions! an. o:ners- Culture change sel.om occurs ran.omly or ina.vertently in

organi6ations! an. it re>uires lea.ers :ho are consciously an. consistently .irecting the process-

A great .eal has een :ritten on the role of lea.ers in change processes! of course! an. a revie:

of change lea.ership principles are not repeate. here- 4o:ever! t:o *ey points shoul. e ma.e-

5ne is that each aspect of the culture change process?for e;ample! each strategic initiative! each

communication process! an. so forth?nee.s a champion or someone :ho accepts o:nership for

its successful implementation- Accountaility is maintaine. est :hen specific in.ivi.uals are

.esignate. as o:ners of the initiative?an. an array of o:ners helps ensure roa. participation

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an. commitment- Secon.! not only must current lea.ers champion the culture change! ut a

cohort of future lea.ers must e prepare. to lea. the organi6ation :hen the culture change has

een put in place- The ne: lea.ership competencies that :ill e re>uire. in the preferre. future

culture must e specifie.- ifferences et:een current lea.ership an. future lea.ership

re>uirements shoul. e articulate.- Then! learning activities! .evelopmental e;periences! an.

training opportunities must e put in place to .evelop the nee.e. lea.ership competencies-

Selection processes must e aligne. :ith the strengths nee.e. in the future culture! not Eust the

:ay things are at the present time-

The organi6ation illustrate. in igure % implemente. activities such as the follo:ing to

help ensure that sufficient ench strength e;iste. in their lea.ership ran*s to lea. the transforme.

organi6ational culture8 13 on&going %'0 fee.ac* processes :ith sponsorship an. coaching! )3

formal mentoring y mainly3 senior e;ecutives! %3 management .evelopment an. training

programs! "3 assigne. rea.ing material outsi.e the normal :or*&relate. material! (3 atten.ance

at professional conferences each year! '3 a formali6e. support group for high potential lea.ers!

73 .evelopmental an. stretch assignments at :or*! #3 non&:or* service opportunities aime. at

giving ac* to the community-

Summary

Almost all organi6ations .evelop a .ominant type of organi6ational culture over time! an.

these culture types can e relialy an. vali.ly assesse. using an instrument ase. on the

Competing Jalues rame:or* see Cameron G uinn! 1$$$3- 9articular types of cultures form

as certain values! assumptions! an. priorities ecome .ominant :hen organi6ation a..ress

challenges an. a.Eust to changes- These .ominant cultures help the organi6ation remain

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consistent an. stale as :ell as a.aptale an. fle;ile in .ealing :ith a rapi.ly changing

environment- @hereas organi6ational cultures often evolve in pre.ictale :ays over time

Cameron G @hetten! 1$#1=uinn G Cameron! 1$#%) organi6ations face the nee. to change

cultures as a result of environmental Eolts! mergers an. ac>uisitions! ne: mar*etplace

opportunities! or the nee. to implement certain *in.s of strategic or structural changes- @ithout

a change in culture! for e;ample! most change initiatives such as TM! .o:nsi6ing! mergers an.

ac>uisitions! an. team:or* often fall short of e;pectations Cameron! 1$$73- The prolem :ith

trying to change organi6ational culture is that it is so amorphous an. vague- /t is har. to *no:

:hat to target an. :here to egin- Culture is often the catch&all concept for almost anything in

organi6ations that is .ifficult to specify or assess- This article has e;plaine. one relatively :ell&

accepte. process for effectively lea.ing organi6ational culture change- An instrument has een

.iscusse. that helps assess the organi6ationuire. for accountaility=

the re>uisite communication system nee.e.= an. the on&going lea.ership .eman.s face. y

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organi6ations in the mi.st of culture change Cameron! 1$$73- This e;planation provi.es a short

ut :ell&teste. formula for overcoming the common ostacles to culture change an. helping to

ma*e the process of culture change more systematic-

Research Directions

This culture change process! of course?:hile use. :i.ely in hun.re.s of organi6ations

?also gives rise to a variety of research >uestions that necessitate systematic investigation- A

comparison of the 5rgani6ational Culture Assessment /nstrument 5CA/3 an. other culture

assessment instruments has never een un.erta*en! for e;ample! so the relationships among

various .imensions of organi6ational culture have not een clarifie.- Comparing the vali.ity an.

reliaility of a variety of culture assessment instruments has! thus far! never een un.erta*en-

Moreover! i.entifying the effects of various .imensions of culture on organi6ational performance

re>uires more systematic investigation- @hereas some research has een con.ucte. on these

relationships e-g-! Cameron G reeman! 1$$13! too little is *no:n aout the relationships among

various .imensions of culture! their impact on performance! an. the effects of changes in cultural

.imensions- /n&.epth case stu.ies of successful culture change initiatives are rare in the

literature! as are other forms of systematic measurements of cultural .imensions- More

>ualitative as :ell as >uantitative measures of organi6ational culture :ill certainly lea. to a

richer un.erstan.ing of culture an. its *ey .imensions-

The culture change process itself also egs for systematic assessment- @hich of the steps

is most crucial! :hich has the most impact on performance! :hich must e achieve. in

collaoration :ith other steps as oppose. to eing in.epen.ent in its effect! an. :hich se>uence

the change process must follo: to e most effective all are areas in :hich systematic

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investigation can pro.uce a..itional insight- The sources of .ata?top managers compare. to a

.iagonal slice of employees! for e;ample?may have impact on culture profiles! ut .ifferences

among various samples of evaluators have not een systematically compare.- The e;tent to

:hich evaluators must also e implementers of culture change initiatives is also an area of

controversy an. nee.e. investigation-

As in any en.eavor in :hich comple; an. amiguous concepts are eing stu.ie. along

:ith their comple; an. amiguous relationships to performance! research on organi6ational

culture an. the change process is neither simple nor necessarily straightfor:ar.- /t re>uires

careful .efinitions! measurements! an. theoretical frame:or*s- The Competing Jalues

rame:or* .iscusse. here is one such useful frame:or*- /mportantly! empirical evi.ence .oes

e;ist highlighting the importance an. effectiveness of culture change efforts! an. the crucial role

culture plays in accounting for the success of other *in.s of organi6ational change initiatives is

une>uivocal- Continuing research on the measurement an. process of changing of organi6ational

culture! conse>uently! is certainly an important an. :orth:hile en.eavor-

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igure ! The Competing Values rame"or#

Individuality

Flexibility

Culture Type$ C%A& Culture Type$ AD'OCRAC(Orientation$ CO%%AORAT* Orientation$ CR*AT*

Internal External

Maintenance Positioning

Culture Type$ '+*RARC'( Culture Type$ MAR,*TOrientation$ CO&TRO% Orientation$ COMP*T*

Stability

Control

)(

Transforming

Change

%ong-term

Change

+ncremental

Change

ast

Change


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igure . */amples of Culture Profiles for Si/ Organizations

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igure 0 Comparing an Organization1s Current an2 Preferre2 uture CultureProfiles

Preferre2

uture Culture

Current Culture

Clan A2hocracy

'ierarchy Mar#et

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Appen2i/ The Organizational Culture Assessment +nstrument3 ,im Cameron an2 the Regents of the 4ni5ersity of Michigan

". #$I%&%' C(&)&C'*)I+'IC+ A- The organi6ation is a very special place- /t is li*e an e;ten.e. family- 9eople seem to share

a lot of themselves-

B- The organi6ation is a very .ynamic an. entrepreneurial place- 9eople are :illing to stic* their nec*s out an. ta*e ris*s-C- The organi6ation is very pro.uction oriente.- A maEor concern is :ith getting the Eo .one-

9eople are very competitive an. achievement oriente.-- The organi6ation is a very formali6e. an. structure. place- Bureaucratic proce.ures

generally govern :hat people .o-

. #)-&%I&'I#%&! !*&*)+ A- The lea.ers of the organi6ation are generally consi.ere. to e mentors! facilitators! or parent

figures-B- The lea.ers of the organi6ation are generally consi.ere. to e entrepreneurs! innovators! or

ris* ta*ers-C- The lea.ers of the organi6ation are generally consi.ere. to e har.&.rivers! pro.ucers! or

competitors-- The lea.ers of the organi6ation are generally consi.ere. to e coor.inators! organi6ers! or

efficiency e;perts-

/. $&%&-*$*%' #0 *$1!#2**+ A- The management style in the organi6ation is characteri6e. y team:or*! consensus an.

participation-B- The management style in the organi6ation is characteri6e. y in.ivi.ual ris*&ta*ing!

innovation! fle;iility! an. uni>ueness-C- The management style in the organi6ation is characteri6e. y har.&.riving competitiveness!

goal .irecte.ness! an. achievement-- The management style in the organi6ation is characteri6e. y careful monitoring of

performance! longevity in position! an. pre.ictaility-

3. #)-&%I&'I#% -!4* A- The glue that hol.s the organi6ation together is loyalty an. mutual trust- Commitment to this

organi6ation runs high-B- The glue that hol.s the organi6ation together is orientation to:ar. innovation an.

.evelopment- There is an emphasis on eing on the cutting e.ge-C- The glue that hol.s the organi6ation together is the emphasis on pro.uction an. goal

accomplishment- Mar*etplace aggressiveness is a common theme-- The glue that hol.s the organi6ation together is formal rules an. policies- Maintaining a

smooth running organi6ation is important-

5. +')&'*-IC *$1(&+*+

A- The organi6ation emphasi6es human .evelopment- 4igh trust! openness an. participation persist-B- The organi6ation emphasi6es ac>uiring ne: resources an. meeting ne: challenges- Trying

ne: things an. prospecting for ne: opportunities are value.-C- The organi6ation emphasi6es competitive actions an. achievement- Measurement targets

an. oEectives are .ominant-- The organi6ation emphasi6es permanence an. staility- 2fficient! smooth operations are

important-

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6. C)I'*)I& #0 +4CC*++ A- The organi6ation .efines success on the asis of .evelopment of human resources!

team:or*! an. concern for people-B- The organi6ation .efines success on the asis of having the most uni>ue or the ne:est

pro.ucts- /t is a pro.uct lea.er an. innovator-C- The organi6ation .efines success on the asis of mar*et penetration an. mar*et share-

Competitive mar*et lea.ership is *ey-- The organi6ation .efines success on the asis of efficiency- epen.ale .elivery! smoothsche.uling! an. lo: cost pro.uction are critical-

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References

Barney! - B- 1$$13 Hirm resources an. sustaine. competitive a.vantage-I ournal of

Management! 178 $$&1)0-

Beyer - an. Cameron K-S- 1$$73 H5rgani6ational culture-I /n ruc*man! -! Singer! - an. Jan

Cott! 4- 2.s-3 2nhancing 5rgani6ational 9erformance- '(&$'3 @ashington -C- Fational Aca.emy 9ress-

Cameron! K-S an. @hetten! -A- 1$#13 O9erceptions of organi6ational effectiveness across

organi6ational life cycles- O A.ministrative Science uarterly! )78 ()"&(""-Cameron! K-S- 1$#'3 O2ffectiveness as para.o;8 Conflict an. consensus in conceptions of

organi6ational effectiveness-O Management Science! %)8 (%$&((%-

Cameron! K-S- 1$$73 HTechni>ues for ma*ing organi6ations effective-I /n ruc*man! -!Singer! - an. Jan Cott! 4- 2.s-3 2nhancing 5rgani6ational 9erformance- %$&'"3

@ashington -C- Fational Aca.emy 9ress-

Cameron! K-S- )00%3 H2thics! virtuousness! an. constant change-I /n Tichy! F- an. Mcill! M-

2.s-3 The 2thical Challenge- pp- #(&$"3 San rancisco8 ossey&Bass-

Cameron! K-S- an. 2ttington! -R- 1$##3 HThe conceptual foun.ations of organi6ationalculture-I 4igher 2.ucation8 4an.oo* of Theory an. Research! %('&%$'3- Fe: or*8Agathon-

Cameron! K-S- an. reeman! S-- 1$$13 HCultural congruence! strength! an. type8 Relationshipsto effectiveness-I Research in 5rgani6ational Change an. evelopment! Jolume (! pages )%&(#- reen:ich! CT8 A/ 9ress-

Cameron! K-S- an. Mora! C-M- )00%3 HCorporate culture an. financial success of mergers an.ac>uisitions-I @or*ing paper! University of Michigan Business School-

Cameron! K-S- an. uinn! R-!2- 1$$$3 iagnosing an. Changing 5rgani6ational Culture- Rea.ing!MA8 A..ison @esley-

enison! - 1$#$3 Corporate Culture an. 5rgani6ational 2ffectiveness- Fe: or*8 @iley-etert! -R-! Schreo.er! R--! an. Mauriel! -- )0003 HA frame:or* for lin*ing culture an.

involvement initiatives in organi6ations-I Aca.emy of Management Revie:! )(8 #(0'%-oo.man! 2-A-! Pammuto! R--! an. iffor.! B-- )0013 HThe competing values frame:or*8

Un.erstan.ing the impact of organi6ational culture on the >uality of :or* life-I5rgani6ational evelopment ournal! 1$8 (#&'#-

4ampton&Turner! C-1$#13 Maps of the Min.- Fe: or*8 Macmillan-4ooiEerg! R-an. 9etroc*! -1$$%3 H5n cultural change8 Using the competing values frame:or*

to help lea.ers to a transformational strategy-I 4uman Resource Management! %)8 )$&(1-Kotter! - 9- 1$$(3 HLea.ing change8 @hy transformation efforts fail-I 4arvar. Business

Revie:! March&April8 ($&'7-Kroeer! A-L- an. Kluc*hohn! C- 1$()3 Culture8 A Critical Revie: of Concepts an. efinitions-

Fe: or*8 Jintage Boo*s-La:rence! 9-R- an. Fohria! F- )00)3 riven8 4o: 4uman Fature Shapes our Choices- San

rancisco8 ossey Bass-

Martin! - 1$$)3 Cultures in 5rgani6ations- Fe: or*8 5;for. University 9ress-Martin! -! el.man! M-! 4atch! M--! an. Sit*in! S- 1$#%3 HThe uni>ueness para.o; in

organi6ational stories-I A.ministrative Science uarterly! )#8 "%#&"()-Mason! R-5- an. Mitroff! /-/- 1$7%3 HA program of research in management-I Management

Science 1$8 "7(&"#7-Mint6erg! 4- 1$7$3 The Structuring of 5rgani6ations- 2ngle:oo. Cliffs! F8 9rentice 4all-Mitroff! /-/- an. Kilmann! R-4- 1$7(3 HStories managers tell8 A ne: tool for organi6ational

prolem solving-I Management Revie:! '"8 1#&)#-Mitroff! /-/- 1$#%3 Sta*ehol.ers of the organi6ational min.- San rancisco8 ossey&Bass-

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5uality of life-IResearch in 5rgani6ational Change an. evelopment! Jolume (! pages 11(&1")-reen:ich! CT8 A/ 9ress-

Sathe! J- 1$#%3 H/mplications of corporate culture8 A manager

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