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Sharing the Best Ways to Address Culture in a Change

The fast pace of change and the volume of changes happening in organizations today make it very challenging to pay attention to culture, an essential element of the change process. Join our efforts to identify and share best practices to manage the impact of culture on change.

More and more, our LaMarsh Global clients are asking for help and looking for new ways to address the challenges they are facing in changing the beliefs and behaviors required to implement specific changes in their organizations.

They recognize, through the application of the LaMarsh Global Managed Change™ Model & Methodology, that culture is just one element of change. And they appreciate that when implementing the new structure, process, and people, adding new skills and competencies can be complex and difficult. They are often baffled as how to manage the challenges of changing the beliefs and behaviors that make up existing culture. These are important issues that must be addressed when successfully implementing change management.

In my discussions with fellow change management thought leaders and practitioners, I have come to realize this is a universal challenge and that there are some amazing approaches, tools and applications being developed and implemented to help our clients be successful. Out of these discussions, an idea emerged:

Why not share this discussion – that of what we do and how we do it – in the best interest of our clients and advancing the discipline of change management?

Let’s get involved and participate.

Again, the fast pace of change and the volume of changes happening in organizations today make it very challenging to pay attention to culture, an essential element of the change process.  We know that it is a key element of the change.  However we need to be able to identify and work to change only those aspects of the culture that support the changes to structure, processes and people skills.  While there are many excellent resources to help organizations address fundamental, wholesale changes to culture, there have been few tools to help us, the change management practitioners, to laser in on only the specific elements of culture that we need to look at in more depth in a particular change — not the entire culture of the organization.

As change management practitioners are faced with the need to be more efficient in defining the impact of culture to a specific change and quickly mitigating the associated resistance, we must continue to develop and share an arsenal of effective change management tools and techniques. We invite you to join us and other change management thought leaders to identify these best practices.

Our plan is to partner with fellow change management practitioners to gather, consolidate and publish the best strategies, approaches, tools, tips and techniques used to address critical culture-related challenges.

Please join us in one of two ways:

  1. Engage in a discussion with fellow change management practitioners through commenting on this blog post and sharing this mission with your own LinkedIn, Twitter and Facebook networks
  2. Contribute to the study by submitting:
    • Ways to address the impact of culture in a specific change
    • Other formats and/or approaches you have successfully implemented
    • Change management tools you have developed
    • References to other change management thought leaders and experts on whom you rely
    • Publications you have come across that have helped address change specific culture challenges

 

Any and all contributions are welcomed. Please send anything you have found to be valuable and are willing to share to change@lamarsh.com. We will compile the input sent to this site in early April. Our hope is to develop an index of the valuable change management resources we receive. We will include appropriate authorship contributions and share first with those of you who contribute.

Acceptance of submissions to change@lamarsh.com will remain open through March 2015.

So much support is already in place to ensure successful implementation for the structure, the process and the skill development elements of the Desired State. Let’s do our best to strengthen the support we have for changing the beliefs and behaviors needed when implementing Desired State culture.


Download LaMarsh Global’s free change management resources here.
Rick Rothermel

Rick is CEO and Director of Consulting Services at LaMarsh Global. He is a change management expert, thought leader and entrepreneur and has served as a founding member of the Board of Directors of ACMP. Rick’s previous experience includes Chief Learning Officer at Michigan Virtual University, Executive Vice President of e-Learning at Global Dynamics and Director of North American Education, Training and Development at Ford. Connect with Rick on LinkedIn here.

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