Note: This is Part 2 of a series on culture change. Part 1, To Change the Culture, Change the Stories and the Heroes here.
Identity and Culture Change
People are more inclined to implement ideas they helped develop, than ideas developed for them. The reasons are simple and straightforward. The drive for Identity, knowing and being valued for who I am, is an important force in the western world. (Some cultures are driven more by group needs.) We like to see the concrete manifestations of our identity in the world around us – “my house, my garden, my car, my diploma on my office wall, my ideas at work.”
A short film segment demonstrates this point. Tom Hanks plays a man stranded on an island, completely alone. Even so, Hanks’ character proudly announces his newly created product to this world of no inhabitants.
Psychologically savvy leaders, consider this drive for identity in their actions and decisions. They get “buy-in” for new programs. They include the cast of characters who will ultimately work with a new hire in the interviewing process and hiring decision.
Many Hands Molding the Culture Change
As a leader you can and should employ this drive for identity when thinking about and planning culture change. Consider culture change from the perspective of those who will be most affected. If their fingerprints are on the clay that’s used to mold the new culture, it means, “I was valued. You asked for, listened to, and used my ideas. The clay we sculpted together, to form the new culture, reflects me and the culture I want. I feel less controlled and more in charge of my own destiny. Since I chose the destination, or at least had a hand, or fingerprint, in doing so, I’m willing to pitch in for the journey. I’ll help pack the bags, share the driving, map the route, and more.”
How to Get People Involved
There are many variations on this theme.
1. Messy Meetings (MMs) are consistent with the hands on clay image.
MMs can involve dozens to hundreds of participants.The leader briefly describes a big idea or question. In this case, the reasons why the culture needs to change and the general direction of the change. A big question is posed to the entire group. Anyone who’s interested, identifies a subtopic or perspective they would like to explore with others. These subtopics are posted by their owners in a central location. All participants peruse the various topics and choose which discussion to join. The number of people who join each topic is data, in and of itself. After the group discussions, themes are reported, and the leader has massive input on his or her ideas. The “People” have their fingerprints on the clay.
Key Point: The leader owes a response about what he/she heard and how the change was molded as a result.
2. World Cafe is another method that lends itself to mass input on culture change.
World Cafe uses a coffee shop atmosphere. People sit in small conversation groups at round tables. A “table host” facilitates. In the culture change example, the leader identifies the reasons for the change, the general direction and poses one or more big complex questions for group discussions. The groups explore the questions and step back, at times, to identify themes of their conversation. After the allotted time, the groups disband and re-form as each member moves to a different table. The host remains at the original table and reviews themes of the previous conversation with the incoming group. Consensus around several themes builds organically, and the day closes with the table hosts reviewing themes and central ideas that developed at each table.
3. Run it down and then up the flag pole, using the hierarchy.
4. Advisory teams to the executive provide leadership opportunities for not-the-usual suspects who demonstrate high potential. The executive benefits from new and different perspectives while creating advocates for the culture change.
The next installment in the culture change series – Three Principles and One Success Story
Need expert advice? For a complimentary consultation about culture change in your organization Contact Dr. Anne Perschel, Business and Leadership psychologist