Changing an organization's culture is a challenging yet crucial process. In the workforce, culture is shaped by mindsets, behaviors, and preferences, all of which are intentionally developed over time. Contrary to some beliefs, the culture of an organization is not a result of mere accidents; it is often a product of behaviors that have been allowed, and sometimes even encouraged, within an organization. This can lead to negative impacts that no one in the leadership seems eager to take ownership of.
At Deo Mwano Consultancy (DMC), we have the privilege of working with diverse organizations, including hospitals, colleges, grocery stores, nonprofits, and banks, helping them improve their culture and climate. Our approach involves a five-stage transformation model: believing in the possibility of change, participating authentically, listening to diverse perspectives, co-designing solutions, and evaluating the change process.
This article focuses on the first stage – fostering belief in the possibility of change. Leadership often naively assumes that by introducing new practices, employees will automatically adapt because they desire improvement. However, this overlooks the reality that employees are accustomed to existing practices and changing these ingrained habits is difficult.
To effectively initiate change, it's crucial to understand how employees perceive their work environment. This involves identifying negative behaviors and understanding how employees react to them. For instance, in dealing with inappropriate jokes or comments in the workplace, opinions on handling such situations will vary. Some may find it uncomfortable, others might justify it, while some choose to remain silent. Those perpetuating these behaviors might be unaware of their negative impact.
The key to effective cultural change is to delve into these varying perspectives and ask pertinent questions to understand and address the root causes. This includes asking employees how they would feel if such behaviors stopped and seeking their suggestions for stopping these behaviors. Analyzing their responses can reveal patterns and potential solutions.
Once potential solutions are identified, it's important to share them with the team, integrate them into new processes, and establish consequences for violations. Creating opportunities for employees to engage with each other, setting clear guidelines for acceptable behaviors, and incentivizing positive behaviors are also crucial steps.
For successful culture change, employees need to see themselves as part of the process and believe in the possibility of positive change. It's a long-term commitment that requires consistent effort. In our experience, initial skepticism can be turned into acceptance and integration of new practices into the organizational culture over time. This is the goal: to reach a point where positive changes are not only accepted but become a natural part of the organizational fabric.
In summary, changing an organization's culture requires a thorough understanding of existing dynamics, effective communication, engagement of employees at all levels, and a consistent, long-term commitment to the process.