ONE IN three major organisational changes fail to achieve the efficiency or effectiveness objectives that lie behind them, according to the London Business School
ONE IN three major organisational changes fail to achieve the efficiency or effectiveness objectives that lie behind them, according to the London Business School.
“Some leaders get sucked into reinforcing the predictability of the work environment. HR development (HRD) professionals play a critical role in helping leaders to create an environment where it’s OK to question and challenge – this is what really brings about significant culture change,” said Ben Bryant, fellow at the London Business School’s Centre for Management Development.
“HRD professionals need to act as change agents, challenging the businesses leaders to be more aware of the impact of their actions on the desired culture change.”
Speaking at a Chartered Institute of Personnel and Development (CIPD) conference, he said that all too often leaders and HRD professionals believe the answer lies in formal culture change programs. “But our research shows that leaders who are more aware of the impact of their unconscious, day to day behaviours and actions can challenge the status quo and actually make culture change happen.”
HRD professionals can also help shape culture change through facilitating so called ‘cultural conversations’, according to Bryant.
“Rather than focusing on communicating an inspirational vision for culture change, HRD professionals need to encourage interactive conversations that move the organisation towards its desired culture. This is a risky approach, but it’s the only way to achieve real culture change.
“HRD professionals have a critical role to play in developing the awareness and skills of leaders who shape culture change –they must become the activists. They need to be skilful at challenging senior managers, and they need to be comfortable with the risks of letting the change process enter unchartered waters.”
