Driving cultural change
If we’re honest, most attempts at culture change fail. We like to pretend that we’ve made small steps forward, but in reality we witness the prevailing culture continue.
The reason? Most approaches aren’t systemic, instead they focus on only some of the levers available and shy away from others. And without shifting the entire system, the almost inevitable result is that change is temporary and unsustained.
To make this point, we can look to the structure of other systems.
The first stage of learning to drive in the UK is the theory test. It teaches us all “the rules” of the system. What we should do in response to certain signals, how we should behave, what the expectations of ourselves and others should be.
Then we go and sit in a car, with a friend, family or paid instructor. In the model, we learn to apply the theoretical knowledge in to a practical environment. The reality is that in this application we start to learn how things are really done but maintain a level of congruence because of the artificial experience of “passing the test”.
And assuming that we manage to retain enough of the “right way” to get past the test and into our own wheels, we then go out in to the world and experience first hand and for real how the behaviours are applied in the system.
Do people stop at red lights?
Do they follow the speed limits?
Do people speak on phones?
How many people keep to the stopping distances?
On top of this we have the structural implementation, the speed cameras, the police, the insurance companies. What do they reward, what do they punish? What is accepted and tolerated, what is looked down upon and reprimanded.
In reality, this isn’t far from the approach of most organisations – with some form of classroom based intervention. However, when we look at the application of this back within the department and then the organisation as a whole; when we look at the structures that we put in place in terms of recruitment, promotion, reward and development – that’s where we start to see the gaps.
No system is perfect and there will always be a certain level of incongruence and imperfection – that’s because we’re human. If you drive, you’ve probably jumped a red light, broken a speed limit, looked at a text once or more. But we have an expectation that people who constantly break the rules will be dealt with and that if we generally abide by the agreed norms, then we will be ok.
The problem in most organisational change programmes is that the interventions take place outside the system – like the theory test – and expect a transference back in. But individual behaviour tends to norm to the group and group behaviours tend to be driven by the structure of the system, which we tend to neglect.
Put simply, organisations are systems. And if you want to change the culture of organisations, you need to consider the whole system. Anything short of this will almost certainly involve a lot of time, a lot of effort and resource, but ultimately end in inevitable failure.