In our complex and interdependent world, collaborative work across boundaries is increasingly seen as a requirement. But collaboration in most organizations isn\u2019t a natural act. A shift in thinking \u2014 alongside a change in behaviors \u2014 is usually needed for genuinely collaborative work.<\/p>\n
History and experience suggest that accepted change management techniques aren\u2019t up to the task of transforming the way we work. What\u2019s needed is a culture change process that combines leadership strategy with business strategy. Changing culture is about changing minds and interdependent leadership.<\/p>\n
We recommend an approach to organizational culture change that\u2019s based on 5 principles, 4 phases, and 3 types of leadership culture, moving toward an interdependent leadership culture. Let\u2019s look at each in turn.<\/p>\n
Transforming your organization isn\u2019t simple, fast, or easy<\/a>. But based on our decades of research and experience, here\u2019s what we know about leading or managing culture change at an organization.<\/p>\n People can\u2019t simply be \u201cmanaged\u201d into change. Rather than change management, what\u2019s required is change leadership<\/em>. And to truly lead organizational culture change, you need guides who become trusted partners, helping to steer change and engage everyone in a learning process.<\/p>\n Public learning includes truth-telling, revealing mistakes, admitting when you don\u2019t have all the answers, and sharing confusion and even uncomfortable emotions. This is an inside-out experience of our imagination, emotions, and human spirit. To succeed, you need change-capable leaders<\/a>.<\/p>\n Executives must lead by engagement and example in the transformation process. Senior leaders must own and model the new behaviors before engaging numerous key leaders in the change process.<\/p>\n Dealing with the increased complexity across organizational boundaries and market systems requires maturity, moving over time toward an interdependent leadership culture. We call this the vertical development framework for changing leadership culture<\/a>. This allows people to grow increasingly capable of sophistication in the face of complexity.<\/p>\n Best beliefs drive best practices drive best beliefs. Like an infinity loop, beliefs and practices are mutual and interdependent. They should reinforce one another for success.<\/p>\n Leaders need to learn new beliefs by inventing and testing new ways of working together. Culture work is just as important as the organization\u2019s focus on technical systems and processes. Culture development is<\/em> the work, not a separate \u201ctraining exercise.\u201d<\/p>\n Based on these 5 principles, we\u2019ve seen executives, leadership teams, and entire organizations \u201cgrow bigger minds,\u201d creating an organizational culture capable of learning, changing, and succeeding together, interdependently.<\/p>\n Our approach to leading and managing organizational culture change is focused on growing bigger minds and fostering the thinking that allows for creative collective action in the face of complexity. Based on the above 5 principles, we use 4 broad, overlapping, and reinforcing phases.<\/p>\n What\u2019s the feasibility of entering the culture-change process? This is a mutual learning phase between our organizational leadership experts (as facilitators) and our clients (as change agents and organizational leadership).<\/p>\n It begins with an assessment of the current level of leadership culture (is interdependent leadership present, or not yet?) and a look at the capability required by the business strategy. Does your organization know how to create a strong leadership strategy?<\/a><\/p>\n What are the long-term implications of integrating a new culture into the organization\u2019s work? What is the senior leadership team\u2019s ability to engage in the change process? It requires a commitment to participate in public learning. Consider a partner with expertise and experience in senior leadership team development<\/a>.<\/p>\n What does leading and managing the culture change look like? How does interdependent leadership play out in business and leadership strategies, the learning process, and organizational work targets? What are the beliefs and behaviors required? As senior leaders\u2019 understanding of the change process grows, they\u2019re better able to frame the change challenge and engage other leaders.<\/p>\n Once senior leadership has internalized the change work and discerned the way forward, they begin to spread the new culture into the broader organization. The same beliefs and practices that moved the leadership culture at the top are taught, practiced, and required elsewhere in the organization.<\/p>\n These 4 phases aren\u2019t simple. Many traditional step-by-step change management methodologies regard human beings as things to be managed. Yet people aren\u2019t things. They\u2019re complex beings with minds and imaginations and beliefs. They have to engage and participate in order to learn and change.<\/p>\n That\u2019s why this work isn\u2019t for everyone. But if the senior leadership team is fully engaged and aligned<\/a>, they become adept at their own collaborative learning. Then the senior team is able to immerse larger numbers of leaders from across the organization and develop toward a critical mass for enterprise-wide change.<\/p>\n Our goal is eventually to involve everyone in the organization in a learning process that creates trust, ownership, and increasing forms of interdependence.<\/p>\n Organizations that grow from dependent to independent to interdependent leadership cultures become increasingly capable of creative action in the face of complexity. What are the differences between them, and what do we mean by interdependent leadership culture?<\/p>\n Learn more about how\u00a0you can identify your organization\u2019s leadership culture<\/a> and maturity level, and determine if you\u2019re ready to embark on leading and managing culture change at your organization.<\/p>\n1.\u00a0Culture change is a guided, public-learning process.<\/h4>\n
2. Executives must do the change work first.<\/h4>\n
3. Develop vertical capability.<\/h4>\n
4. Leadership culture changes by advancing beliefs and practices simultaneously.<\/h4>\n
5. Managing culture change is a learn-as-you-go<\/em> process, embedded in the work of the organization.<\/h4>\n
Managing Culture Change: 4 Phases (Not 4 Steps)<\/h2>\n
Phases for Reinforcing Change<\/h3>\n
Phase 1 \u2014 Discovery Learning: Determining Willingness<\/h4>\n
Phase 2 \u2014 Players\u2019 Readiness: Developing Understanding<\/h4>\n
Phase 3 \u2014 Game Board Planning: Framing the Change Process<\/h4>\n
Phase 4 \u2014 Playing the Game: Building Capability<\/h4>\n
The Most Mature Organizations Have an Interdependent Leadership Culture<\/h2>\n
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Ready to Take the Next Step?<\/h2>\n