A Quote by Edgar Schein
In most organizational change efforts, it is much easier to draw on the strengths of the culture than to overcome the constraints by changing the culture.
Related Quotes
Fixing culture is the most critical ? and the most di?cult ? part of a corporate transformation… In the end, management doesn’t change culture. Management invites the workforce itself to change the culture.
Since the 1960s, mainstream media has searched out and co-opted the most authentic things it could find in youth culture, whether that was psychedelic culture, anti-war culture, blue jeans culture. Eventually heavy metal culture, rap culture, electronica - they'll look for it and then market it back to kids at the mall.
It's like a 'chicken or the egg' thing. We're all part of the culture. We're reflecting it; we're changing it. So, yeah, I think culture is always changing.
We are now changing the culture at the United Nations. And with that, we're changing the culture in the world in the discussions that we're having.
With Lean Six Sigma, the tools are the easy part, changing organizational culture is the hard part.
What I think is really interesting is to look at the culture of disruption and of world-changing in terms of what [Buckminster] Fuller was doing and to draw the contrast more than the similarity.
We keep a change in place by helping to create a new, supportive, and sufficiently strong organizational culture.
In Western culture, particularly North America, a lot of rules are descriptors for sociopathy: a general acceptance of lying as long as you win, an attitude of "me first," an attitude that what it looks like is more important than what it is. This makes it much easier for a sociopath to be camouflaged in our culture.
You can overcome wrong technology. Your people have the initiative, they see the problem, no big deal ... you can't overcome bad culture. You've gotta change whoever is in charge.
If most American cities are about the consumption of culture, Los Angeles and New York are about the production of culture - not only national culture but global culture.
...culture is useless unless it is constantly challenged by counter culture. People create culture; culture creates people. It is a two-way street. When people hide behind a culture, you know that's a dead culture.
Climbing has so much more culture than all other activities put together. There is no culture in tennis, just a few names, a few dates. No big culture in soccer. But we have thousands of books, great philosophers, thinkers, painters.
You get a culture of entrepreneurship after you have successfully changed the accountability system so that people can use a better process. Process drives culture, not the other way around, so you can't just change the culture, you have to change the system.
John Akers once said that changing IBM's culture was more difficult than getting elephants to dance. Of course it's really difficult, as Lou Gerstner also found out years later. The title of his own book is Who Says Elephants Can't Dance? He and his top executives were change masters at IBM. All organizations, especially the larger ones, will always need change masters. Dissatisfaction with the status quo and efforts to improve it should be encouraged rather than discouraged. Regrettably, that is often not the case.
Indian culture is essentially much more of a we culture. It's a communal culture where you do what's best for the community - you procreate.
The things that inform student culture are created and controlled by the unseen culture, the sociological aspects of our climbing culture, our 'me' generation, our yuppie culture, our SUVs, or, you know, shopping culture, our war culture.
