Here's how you can shape organizational culture during a period of change through decision making.

Shaping organizational culture during change through decision-making involves promoting transparency, inclusivity, and adaptability. Leaders should communicate decisions clearly, explaining the rationale to build trust and reduce uncertainty. Engaging employees in the decision-making process fosters a sense of ownership and aligns the culture with new goals. Emphasizing flexibility and innovation encourages a mindset open to change. Recognizing and rewarding behaviors that support the desired culture reinforces these values. By consistently making decisions that reflect the organization's vision and values, leaders can effectively steer cultural transformation during periods of change

La Misión, la Visión y los Valores de la organización no solamente deben ser declarados; se trabajan, se discuten, se conversan. Siendo toda organización una red de conversaciones que se tejen para constituir un sentido (el camino que se recorre para cumplir con los objetivos) la misión, la visión y los valores compartidos y conversados son vehículos que aceleran el proceso de dar forma efectiva a la cultura organizacional. Tuve casos de consultoría en donde todo se alineó a partir de una construcción colectiva de Visión, Misión y Valores, como ejemplo puedo citar el trabajo en el INASE (Instituto Nacional de Semillas) que reforzó una interesante cultura colaborativa a partir de construcción de estos pilares.

Más que establecer expectativas, sugiero trabajarlas/negociarlas. Las expectativas están siempre, porque son parte del comportamiento humano y organizacional. Negociarlas, limitarlas, definirlas, son mecanismos que permiten comportamientos alineados con expectativas reales, factibles y posibles. Manejarse con rangos aceptables, conocidos y establecidos de expectativas ahorra conflictos, errores de comunicación y limita las posibles y naturales frustraciones que todo proceso organizacional generalmente conlleva

En organizaciones que tienen el propósito de construir monolíticas culturas hegemónicas, la decisión se toma en la cúspide y se transmite "por las buenas o las malas" al resto de la estructura. Los resultados son inmediatos, pero insostenibles en el tiempo si no es a fuerza de ambientes negativos y de presiones rayanas en la violencia laboral. En cambio, una serie de espacios de intercambio, de compartir saberes previos y de diálogo sobre expectativas y creencias posibilita mayor inclusión, mayor amplitud y una posible capacidad mejorada de resiliencia ante embates o circunstancias adversas, sobre todo en entornos de incertidumbre.

Years ago, we made the 'failure' of starting a transformation the old-fashioned way - Top down. A moment I won't soon forget. We learned the hard way and improved immediately. We organised session where everyone could give feedback and more. The sessions culminated in design sessions and workshop where colleagues and leadership shared new ideas with each other and evaluated the past period. Now we call these retrospectives and quarterly business reviews. Essential elements for a successful transition and key to become a learning organisation.

Barney, Amorim and Julio, in their book The Secret of Culture Change, suggest leaders should create "story events". These are like living metaphors, or proofs of the change you want to make. In one case it was a dinner for senior management at which bread and water was served to symbolize their poor profits. They also cite the story-building of political leaders, such as the famous Salt March- the act of nonviolent civil disobedience in colonial India, led by Mahatma Gandhi in 1930 against the British salt monopoly. Such events send a message that resonates throughout the organization and beyond about the values of the leader.

Keep in mind as a leader your decision can make a huge impact to your team member, can be better or worse, especially during period of change. When you make wrong decisions it can be slowing the process of change even can misleading, vice versa Therefore, be aware of your mood level when make any decisions as a leader. Good decision is made based on a clear mind and it happens only when your mood is in positive level high or low. As during this time, you are able to consider clearly what would the outcome and impact will be. On the contrary, decisions made when you are in the negative mood level, the impact may be bias and misleading the change purpose. Negative mood affects your emotional unstable and your decision may be blurred.