Organisational Culture Change Quotes

The slow cancellation of the future has been accompanied by a deflation of expectations. There can be few who believe that in the coming year a record as great as, say, the Stooges’ Funhouse or Sly Stone’s There’s A Riot Goin’ On will be released. Still less do we expect the kind of ruptures brought about by The Beatles or disco. The feeling of belatedness, of living after the gold rush, is as omnipresent as it is disavowed. Compare the fallow terrain of the current moment with the fecundity of previous periods and you will quickly be accused of ‘nostalgia’. But the reliance of current artists on styles that were established long ago suggests that the current moment is in the grip of a formal nostalgia, of which more shortly. It is not that nothing happened in the period when the slow cancellation of the future set in. On the contrary, those thirty years has been a time of massive, traumatic change. In the UK, the election of Margaret Thatcher had brought to an end the uneasy compromises of the so-called postwar social consensus. Thatcher’s neoliberal programme in politics was reinforced by a transnational restructuring of the capitalist economy. The shift into so-called Post-Fordism – with globalization, ubiquitous computerization and the casualisation of labour – resulted in a complete transformation in the way that work and leisure were organised. In the last ten to fifteen years, meanwhile, the internet and mobile telecommunications technology have altered the texture of everyday experience beyond all recognition. Yet, perhaps because of all this, there’s an increasing sense that culture has lost the ability to grasp and articulate the present. Or it could be that, in one very important sense, there is no present to grasp and articulate anymore.

The sustainable success of digital transformation comes from a carefully planned organisational change management process that meets two key objectives, one being the company culture, and the other one is empowering its employees

Look everywhere. There are miracles and curiosities to fascinate and intrigue for many lifetimes: the intricacies of nature and everything in the world and universe around us from the miniscule to the infinite; physical, chemical and biological functionality; consciousness, intelligence and the ability to learn; evolution, and the imperative for life; beauty and other abstract interpretations; language and other forms of communication; how we make our way here and develop social patterns of culture and meaningfulness; how we organise ourselves and others; moral imperatives; the practicalities of survival and all the embellishments we pile on top; thought, beliefs, logic, intuition, ideas; inventing, creating, information, knowledge; emotions, sensations, experience, behaviour. We are each unique individuals arising from a combination of genetic, inherited, and learned information, all of which can be extremely fallible. Things taught to us when we are young are quite deeply ingrained. Obviously some of it (like don’t stick your finger in a wall socket) is very useful, but some of it is only opinion – an amalgamation of views from people you just happen to have had contact with. A bit later on we have access to lots of other information via books, media, internet etc, but it is important to remember that most of this is still just opinion, and often biased. Even subjects such as history are presented according to the presenter’s or author’s viewpoint, and science is continually changing. Newspapers and TV tend to cover news in the way that is most useful to them (and their funders/advisors), Research is also subject to the decisions of funders and can be distorted by business interests. Pretty much anyone can say what they want on the internet, so our powers of discernment need to be used to a great degree there too. Not one of us can have a completely objective view as we cannot possibly have access to, and filter, all knowledge available, so we must accept that our views are bound to be subjective. Our understanding and responses are all very personal, and our views extremely varied. We tend to make each new thing fit in with the picture we have already started in our heads, but we often have to go back and adjust the picture if we want to be honest about our view of reality as we continually expand it. We are taking in vast amounts of information from others all the time, so need to ensure we are processing that to develop our own true reflection of who we are.

Even the best Mindset will become contaminated and eventually blunted in a toxic organisational culture.

ReThink culture, because it is the foundation of all strategic success.

Strategy has no value if your culture and leadership mindset are wrong

Limitless Leaders focus on 1. Consciously Constructive development of their people's ADAPTAGILITY capacity... to thrive in uncertainty, ever-changing, challenging, complexities, AND opportunities 2. Teamworking, connection, communication trust and collaboration 3. Limitless Leadership skills and mindsets on ALL levels of the organisation 4. A High Performance Culture, context and climate, that unleashes and engages fullest potentials and possibilities.

Organizational Excellence' would reflect the organization's ability to make sufficient commitment to clinch and apply progressive changes in the system through updating information with applied decision making, overhauling structural responsibilities from time to time, strengthen people’s management, learning/training systems, and periodical improvisation of work process ( work flow links). With the strapping leadership of the top management, strategical partnerships are resourcefully tapped and managed which in turn reverberate impressing a positive impact on their people, customers/clientele, clientele’s business, organization's business and in turn end up contributing to the infrastructure of the nation they serve with a broader impact made on the society at large.

[...] The revolution was left unfinished. The feminists of the sixties and seventies challenged the rigid division of labour between men and women; they wanted women to have access to the workplace, and men to rediscover their role at home. The psychotherapist Susie Orbach reflects on the thinking of the seventies: 'We wanted to challenge the whole distribution of work we wanted to put at the centre of everything the reproduction of daily life, but feminism got seduced by the work ethic. My generation wanted to change the values of the workplace so that it accepted family life.' This radical agenda for the reorganisation of work and home was abandoned in Britain. Instead we took on the American model of feminism, influenced by the rise of neo-liberalism and individualism. Feminism acquired shoulderpads and an appetite for power; it celebrated individual achievement rather than working out how to transform the separation between work and family, and the social processes of how we care for dependants and raise children. Trade Secretary Patricia Hewitt remembers a turning point in the debate in the UK when she was at the National Council for Civil Liberties: 'The key moment was when we organised a major conference in the seventies with a lot of American speakers who were terrific feminists. When they arrived we were astonished that they were totally uninterested in an agenda around better maternity leave, etc. They argued that we couldn't claim special treatment in the workplace; women would simply prove they were equals. You couldn't make claims on the workplace. We thought it was appalling.

Richard Dyer (1985) tells us that entertainment embodies “what utopia would feel like rather than how it would be organised.

The author's thesis is that the right to free speech is being attacked. He goes over several cases in which he feels this is evident: state censorship, freedom of the press, cancel culture, non-hate hate speech regulations, social media companies, "thoughtcrimes," and a lack of trust among the citizenship, to name the major ones. But despite what he claims and how he frames each of these subjects, it's clear that he's either missing the point or, ironically, criticizing the people who have exercised their right to free speech when it wasn't in line with his own personal ideals. [...] In his acknowledgements, Doyle writes: "I am grateful to all those organisations upholding freedom of speech at a time when there are so many who would see our liberties curbed." This is his fear incarnate. Who are these "so many"? By the end of the text, we still have no clear idea. I'd argue that it's a phantasm of the privileged few, one that signals a loss of social power. This text would then be a dirge for changing times ... the author and those of his station mourning the shift, in denial and desperate to pin the blame somewhere, even while time drags them through the stages of grief. I hope that they turn to each other for this emotional labour.

Be innovative in leading people. Within our organisations we are continously innovating procedures, systems and technology but we fail to consider how we can innovate in our leadership.

In an unprofessional organization, only a few employees are trust-worthy. In a professional organization, every employee is trustworthy.

When one person does something wrong, it's his mistake. If more than one person makes the same mistake, there is something wrong with the organizational culture.

Future proof your organisation by prioritizing service excellence and leadership innovation.

Often as people start the journey towards developing greater self-compassion roadblocks appear. One of these might be the environment in which they work or love. Unfortunately, many people work in organisational settings that are toxic. Maybe the work is demanding, colleagues are critical towards each other or superiors are unsupportive. In some examples, workers in conditions like these are given mindfulness and self-compassion programs to make things better, but this totally neglects the systemic changes needed to make the workplace healthier. It also implies the problem is not the workplace structure of culture, but the individual. It suggests that if you just had greater resilience, mindfulness or self-compassion you would be able to cope with the demands.

Companies must adapt to the demands of today’s workforce and radically change their management style.

Inspiration leads to a changed mindset. A changed mindset triggers a change in behaviour.

Effective learning changes the brain structure which in turn induces the desired behaviour.

Those who dedicate themselves to planting and nurturing culture, people and organisation will reap significant growth and change.

Performance depends upon our actions an behaviors, which are activated by emotions, which are created when our MINDSET meets reality... Mindsets Matter Most

With the right Mindset...effective thinking is automatic.

With the right MINDSET, you can Survive, Thrive & Grow... Even in the Midst of turbulence and change

Like time-management, change-management, doesn't really exist antmore... . Today's most valuable mindset must include the SWIFTA framework the be a change-driver.

As a minimum, the following areas should be considered: The stakeholders. The budget. The future direction and current culture of the organisation. The baseline Architecture Landscape. The current processes used for change and operation of IT. The skills and capabilities of the people within the enterprise.

The truth is that digital transformation is actually not about adapting to new technology at all — it's about directing an organisation to be more adaptive to change itself.

In a 2009 paper, the Organisation for Economic Co-operation and Development (OECD) described skills and competencies that young people require in order to benefit from and contribute to a rapidly changing world. The OECD distinguishes these by defining skills as the ability to perform tasks and solve problems. Skills include critical thinking, responsibility, decision making, and flexibility. They define competencies as the ability to apply skills and knowledge in a specific context such as school or work. The OECD framework for 21st century skills and competencies has three dimensions: Figure 1.2 Center for Public Education Source: Jerald (2009). Used with permission. Information: This dimension includes accessing, selecting, evaluating, organizing, and using information in digital environments. Use of the information involves understanding the relationships between the elements and generation of new ideas. The competencies necessary to effectively use information include research and problem-solving skills. Communication: This dimension includes the ability to exchange, critique, and present information, and also the ability to use tools and technologies in a reflective and interactive way. The requisite skills are based on sharing and transmitting information to others. Ethics and Social Impact: This dimension involves a consideration of the social, economic, and cultural implications of technologies, and an awareness of the impact of one’s actions on others and the larger society. Skills and competencies required for this are global understanding and personal responsibility.

In linear times, an organization’s culture is its greatest asset. However, in exponential and disruptive times, some parts of that same culture can become large liabilities, creating persistent resistance to pressing change and renewal.