A Conceptual Model for Managed Culture Change

1
A Conceptual Model for Managed Culture Change

• Chapter 17
• Edgar H. Schein
• Breathing some life into this chapter
• Thea Picklesimer

2
Stage 1 Unfreezing Creating the Motivation to
Change

• Disconfimation/Unfreezing
• Creation of survival anxiety or guilt
• Creation of psychological safety to overcome
  learning anxiety

3
Unfreezing is

• Any information that shows an organization some
  of its goal are NOT met.
• Scandals or embarrassing leaks of information are
  the most powerful type of unfreezing/disconfirmati
  on
• Leads to anxiety

4
Creation of Survival anxiety or guilt

• Unlearning old methods. New learning, (learning
  anxiety).
• Fear of loss of power/position
• Temporary incompetence
• Punishment for incompetence
• Loss of personal identity
• Loss of group membership
• LEADS to RESISTANCE TO CHANGE

5
Resistance to Change

• Denial- (this wont last).
• Scapegoating, passing the buck, dodging, (others
  need to change first. Not about us).
• Maneuvering bargaining, (Whats in it for me?
  What is the long range benefit?).

6
Principles

• Survival anxiety must be greater than the
  learning anxiety.
• Learning anxiety must be reduced rather than
  increasing survival anxiety.

7
Psychological safety to overcome learning anxiety

• A compelling positive vision
• Formal training
• Involvement of the learner
• Informal training of groups/teams
• Practice fields, coaches feedback
• Positive role models
• Support Groups
• Systems consistent with new way of working
• Programs will fail without the 8 conditions

8
Stage 2Learning New Concepts

• Imitation of and identification with role models
• Scanning for solutions
• Trial and error learning

9
Stage 3Internalizing New Concepts, Meanings and
Standards

• Incorporation into self-concept and identity
• Incorporation into ongoing relationships

10
Refreezing

• The final step in the change process
• If the change process correctly diagnosed the
  problem- new behaviors will produce better
  results and confirm the process
• If not the change process begins again- Unfreeze
  begins.
• Must be the rationale for the fluid state of my
  employer.

11
Principles

• The change goal must be defined concretely in
  terms of the specific problem you are trying to
  fix, not as culture change.
• Old culture can be discarded by getting rid of
  the folks cheering for the old way- New behavior
  will be learned ONLY if it leads to success and
  satisfaction.
• Culture change requiring unlearning it is
  psychologically painful.

12
Summary

• CHANGE HURTS
• Resistance will be present
• Allow for learning anxiety
• Assist the learner to feel psychologically safe.

13
References

• Schein, E. H. (2010). Organizational culture and
  leadership. (4th ed., pp. 299-313). San
  Francisco Jossey-Bass.

14
QUESTIONS

• If no one has any questions
• LOUD APPLAUSE
• Please