If you want employees to be more open to new ideas, for instance, you have to be able to give them some evidence that some peers they admire are consistently open to new ideas and approaches. In order to change the way they behave, most people need to feel that “People like me act this way, and people I admire and want to emulate act this way.” Human beings, for the most part, don’t want to be the odd man out. For example, if someone deeply values having positive human interactions, and you help them to see how being more open to others' ideas will improve the interaction – they’ll find that behavior rewarding. Rewarding: For a behavior to be rewarding the person has to feel that, “ Doing this behavior will give me results (emotionally or practically) that are valuable to me.” This is where behavior connects to values you have to show people how behaving in these new ways will support what they value. Then you'll need to remove organizational obstacles to their openness (do people get punished by management, either subtly or overtly, for suggesting or entertaining new ways of doing things? Figure out how to remove those impediments from the system.) So if you want people to be more open to new ideas, you may need to teach them some skills: of listening, of managing their negative self-talk, of asking more curiosity-based questions. People will change their behavior only if they see the new behavior as easy, rewarding and normal.Įasy: This means the person being asked to behave differently believes, “I have the skills and knowledge to do this, and there are no organizational obstacles to me doing this – I won’t get in trouble, and nobody will get in my way.” Too often, we ask people to behave in new ways that seem hard to them – either we haven’t taught them the necessary skills, or they believe they'll get pushback. Now comes the hard part: how do you change that behavior? What we've found is that: Let's say, just to pick one behavior, that you decide you want the people in your organization to be more open to considering and acting on new ideas. First, you have to determine those 'accepted behaviors' that, if you changed them, would have the biggest positive impact on the culture. It takes a concerted effort on the part of senior leadership to really change culture in a substantive way. So poignant, and so accurate. I also agree in principal with his summary of what does work - how culture can be changed - but I think he makes it sound a little too easy. They cascade the message down the hierarchy, and little to nothing changes. It turns a list of values over to the communications or HR departments with the order that they tell people what the new culture is. What does NOT work in changing a culture? Some group decides what the new culture should be. I completely agree with him in terms of what doesn't work. By the time they regain their balance, their economic opportunity may have passed.And then he goes on to talk about what works and doesn't work in terms of changing culture. Companies that don’t plan for how individual employees and the organization as a whole will adapt to working in a global marketplace will sooner or later stumble because of unnoticed potholes. Getting culture right should never be an afterthought. protect the most creative units, letting communication and job descriptions remain more ambiguous.make sure every cultural group has a voice.identify the dimensions of difference between the corporate culture and local ones. INSEAD’s Erin Meyer presents five principles that can prevent disintegration. In their efforts to fix these problems, companies risk compromising attributes that underlie their commercial success. Organically grown corporate cultures begin to break down miscommunication becomes more frequent, and trust erodes, especially between the head office and the regional units. People in different countries react to inputs differently, communicate differently, and make decisions differently. As companies internationalize, their employees lose shared assumptions and norms.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |