Rethinking the Notion of Culture Change: Swift Shifts and Nuanced Perspectives
John Foster CQP MCQI
Consultant - "John from the TBSP is one of the worlds leading authorities on how to implement simple Quality and Continuous Improvement systems that will guarantee to make your business more efficient, fun and money"
My friend and previous CI mentor Ian Surry and I were talking about how swift the culture change had happened at Boeing after we had watched a documentary called “Downfall: the case against Boeing", and from our conversation Ian suggested that I write an article about culture change.
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In the realm of organisational dynamics and societal evolution, the phrase "culture change takes a long time" has become a common refrain. Often, this sentiment is associated with the assumption that only positive transformations within a culture require substantial periods to take root. However, it is essential to question whether the initial idea is fundamentally flawed or if there's room for a more nuanced understanding of the dynamics involved.
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Traditionally, the belief in the protracted nature of cultural shifts stems from the complexity of altering deeply ingrained beliefs, values, and behaviours within a community or an organisation. Positive changes, such as fostering inclusivity, promoting diversity, or enhancing ethical practices, are perceived as gradual processes that demand time and persistent effort. Undoubtedly, these changes require ongoing commitment and sustained engagement to manifest in a meaningful way.
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However, the assumption that only positive cultural changes necessitate an extended timeline may oversimplify the broader picture. Negative cultural shifts, such as the erosion of trust, the rise of toxic behaviours, or the normalisation of unethical practices, can also occur gradually. The urgency to address these negative transformations often leads to a reconsideration of the notion that culture change inherently requires a lengthy timeframe.
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I have been in organisations where there has been a take over and a new leadership team has been installed and after the honeymoon period had ended, policies and ways of working were imposed upon us, simply because they thought that their ways were better, even though they had not bothered to study how we did things which in a lot of cases we actually did better, and had a better culture but they were blind to it and saw what they want to see, so, in the proceeding months the culture changed for the worse, and people started to complain and suddenly we had redundancies on the card and people were also leaving for jobs in other companies, so a lot of skills and talent were lost.
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In recent times, the rapid pace of societal and technological advancements has challenged the traditional narrative surrounding cultural change. The global interconnectedness facilitated by digital platforms has accelerated the dissemination of ideas and the adoption of new norms. This has led to instances where cultural shifts, both positive and negative, can occur more swiftly than previously thought.
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Moreover, the COVID-19 pandemic has highlighted the adaptability of cultures in the face of unprecedented challenges. Organisations and societies worldwide have demonstrated an ability to swiftly implement changes, such as remote work policies and digital transformations, that might have taken years under different circumstances.
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So, is the notion that culture change takes a long time flawed, or does it simply need a more refined interpretation? Perhaps, instead of a blanket statement, we should recognise that the speed of cultural change depends on various factors, including the nature of the change, the context in which it occurs, and the level of collective commitment.
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In conclusion, the discourse on culture change should evolve beyond a dichotomy of fast versus slow. It is essential to acknowledge the multi-faceted nature of cultural dynamics and the potential for both positive and negative shifts to occur at varying speeds. Embracing a more nuanced perspective allows us to navigate the complexities of cultural transformation with a greater understanding of the diverse forces at play.
#quality #business #change
Retired
7 个月John, I hate to add a dose of cynicism (not like me!!) but certain organisations seem to have an attitude that because they are the best, forgetting that they are the only ones doing something , that their culture is fine. Large organisations and public service can be guilty of this attitude. Thanks again for your post, Neil
Founding Partner at Global Productivity Solutions
7 个月John, I agree Boeing could be righted in 90 days and achieve a changed culture in a year. Instead, they are doing knee jerk firings and implementing inspection placebos. The last thing they need is Six Sigma or Lean. Their foundation is crumbled, they need Quality 101.
Improving the tangled environment, Author
7 个月"is the notion that culture change takes a long time flawed?" good question John. I can only speak from my experience: at some point of my continuous improvement career, the shift from "do you want to do this [Lean] here? Are you nuts?" to "I want to apologize for what I told you at the beginning, I never thought this could be so great" was made in a matter of months, not years. The secret: weekly kaizen events (in reality weekly kaikaku ??) where everybody participated, from shop floor people, office people, to management, including VPs and board members. Thank you for sharing John!