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A lot of change programs within organizations and teams just fail. There is an expression that goes like this: Culture eats strategy for breakfast. And you could concur on altering your strategy or your customer service, but if this change does not align with the current organizational culture, you will not be successful…

Organizational culture identifies what you value, the way you look at things, your assumptions and beliefs about work and so on and thus: your doings. Because culture influences behavior so avidly, it is what makes the difference when it comes to results! Actually implementing change and developing performance, starts in the brains of managers as well as employees. It has everything to do with shared culture. The trick is to let it operate for you instead of hamper change.

How would that be doable? Unless you have some reference you don’t know where you stand. For pretty much any change process the Organizational Culture Assessment Instrument (OCAI) is a very clear starting point. This instrument is certified and developed by professors Kim Cameron & Robert Quinn and is now used by more than 10,000 organizations worldwide.

Looking at the Competing Values Framework there are 4 culture types with competing values the OCAI recognizes. These are:

* Market Culture, based on Competing
* Hierarchy Culture, based on Controlling
* Clan Culture, based on Cooperating
* Adhocracy Culture, based on Creating

When completing the online survey, test takers value six important features of their organization’s culture. The outcome is a outline of the current culture, that is a combination of the four archetypes above.

Usually one of the culture types is dominant. For example, some people have a prevailing Adhocracy Culture, focusing on new products and services, being innovative and taking risks.

People grade their preferred culture for the future, after the change has occurred. It’s very interesting and helpful to compare these 2 profiles. There could be a large gap between the current and preferred situation, suggesting that people are all set for tangible change and that they’re currently feeling unsatisfied about their working climate.

The number one step to thriving, maintainable change is measuring organizational culture. It’ll show you where your team or organization is currently and where they want to go. It’s very enlightening to differentiate different subgroups and discover where for instance executives and employees differ. That gives methods on what to do next: what exactly do employees expect, how could executives make the change program better, how could you overcome resistance, and so on.

To go from the minimal but well-defined four-typology to tailor made solutions for your organization you can work out your results in a workshop. Working with all participants, you will be able to work out differences and truly get people to not only say YES to the change program, but act like YES and really implement the new behavior. And that’s where change essentially happens!