Via Forbes, one of the more fruitful success strategies make full use of leadership tools, including a vision or story of the future and lessen use of power tools of coercion and fear.
The constructs of interlocking systems of tools in three groups is a useful thinking piece, perhaps as a diagnostic as well as a change planning model to review where planning may have weaknesses in adapting to change.
Single-fix changes such as teams, Lean, or Agile... may appear to make progress, but eventually the interlocking elements of organizational culture take over.
Changing an organization’s culture is one of the most difficult leadership challenges. That’s because an organization’s culture comprises an interlocking set of goals, roles, processes, values, communications practices, attitudes and assumptions.
The elements fit together as a mutually reinforcing system and combine to prevent any attempt to change it. Single-fix changes such as teams, Lean, or Agile / Scrum, or knowledge management or some new process may appear to make progress, but eventually the interlocking elements of organizational culture take over. The existing organizational culture returns.
…the most fruitful success strategy is to begin with leadership tools, including a vision or story of the future, cement the change in place with management tools, such as role definitions, measurement and control systems, and use the pure power tools of coercion and punishments as a last resort, when all else fails.
See the full article here.
Via Deb Nystrom, REVELN