A Quote by Tom Krause
Culture change takes time, and NASA's culture is definitely improving. Based on its success, the change method is now being taken to each center agency-wide.
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I used to believe that you could change the culture or behavior of a company. I still believe it's possible, but it is at least a five to ten year process, if you are successful at all. More recently, I have been attracted to the ideas of the behavioralist, Edgar Schein. Schein has argued that you cannot change the culture of a company, but you can use the culture of a company to create change. It's an interesting approach to overcoming resistance. And if you can change how a company does its work, you might eventually be able to change how its people think.
Culture is the most potent method of adaptation that has emerged in the evolutionary history of the living world. - Theodosius Dobzhanksky...the 'facts' of culture history are interpretations based upon assumed culture process.
It takes time to change a culture.
Each of us has a mission . . . each of us is called to change the world, to work for a culture of life, a culture forged by love and respect for the dignity of each human person.
You see, I know change
I see change
I embody change
All we do is change
Yeah, I know change
We are born to change
We sometimes regard it as a metaphor
That reflects the way things ought to be
In fact change takes time
It exceeds expectations
It requires both now and then
See, although the players change
The song remains the same
And the truth is...
You gotta have the balls to change
Talking about improving the culture, I prefer to say "develop" or "evolve" rather than "change". If I walk into a room and say: "we are here to change the organization," it sends shock waves through the group. If I say: "your success to date has come from who you are, to be successful in the future, we need to get to X, let's talk about how we evolve the organization to that point," that is a very different statement. Successful organizational "change" must come from the people. So, recruit them with common purpose, recognize that it will take time, and plow forward.
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.
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.
You can’t mandate [cultural change], can’t engineer it. What you can do is create the conditions for transformation. You can provide incentives. You can define the marketplace realities and goals. But then you have to trust. In fact, in the end, management doesn’t change culture. Management invites the workforce itself to change the culture.
Afghans think the burqa is a permanent part of culture. But, if you bring it to Europe, how would people react? Afghanistan doesn't want to change its culture, but it can change, all the time. So why are Afghans giving so much value to it? The burqa is not natural. It's not human nature.
Improving quality requires a culture change, not just a new diet.
Now is not the time for us to shy away from challenging ourselves to make substantive change for the better. We have the opportunity to raise the bar in the faith-based world by forging a culture in which inclusivity, diversity, and equality are paramount.
The greatest change in corporate culture - and the way business is being conducted - may be the accelerated growth of relationships based... on partnership.
A tree lives on its roots. If you change the root, you change the tree. Culture lives in human beings. If you change the human heart the culture will follow.
Political change and academic change and intellectual change are obviously crucial, but they don't necessarily change society. They can change a particular class and give everybody in that class great arguments, but that doesn't necessarily translate into the body of the culture.
Culture matters. Of course, if physicians are rewarded or penalized for their service and results, the culture will change. But the key values we doctors are being pressed to embrace are humility, teamwork, and discipline.
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