Changing Organizational Culture

To alter an organization’s culture, change agents must first understand its attitudes, beliefs and assumptions. Marc Schabracq’s innovative new book is based on a fresh way of thinking that deals with both the functional and structural features of cultures. Focusing on the greatest barrier to organizational change - the attitudes and assumptions of people – it offers three approaches that collectively assist the change process: changing goals through the leader; improving effectiveness through the members; and enriching assumptions through group dialogue. The scales, checklists and exercises are available online. A priceless resource for consultants and change agents, Changing Organizational Culture is also valuable reading for senior managers and business students interested in the change process.

About the author. Introduction. Part I-Changing organizational culture. Chapter 1: Organizational culture. Chapter 2: Assessing the organization and cultural change. Chapter 3: Everyday reality, attitude, and leadership. Chapter 4: Mapping and taking away ineffectiveness. Chapter 5: Dialogue. Part II-Techniques, personal issues, and exercises. Chapter 6: Techniques and tools. Chapter 7: Personal issues. Chapter 8: Exercises. Part III-Addenda. Addendum 1: Some meanings of the non-verbal behavioral elements of 9.3. Addendum 2: Some connotations of the words of 9.7. Addendum 3: Examples of unproductive assumptions (9.16, Walk 2). References. Index.