A Conceptual Model for Managed Culture Change Chapter 17 Edgar H. Schein Breathing some life into this chapter: Thea Picklesimer Stage 1 Unfreezing: Creating the Motivation to Change • Disconfimation/Unfreezing • Creation of survival anxiety or guilt • Creation of psychological safety to overcome learning anxiety Unfreezing is: • Any information that shows an organization some of its goal are NOT met. • Scandals or embarrassing leaks of information are the most powerful type of unfreezing/disconfirmation • Leads to anxiety Creation of: Survival anxiety or guilt • Unlearning old methods. New learning, (learning anxiety). • Fear of loss of power/position • Temporary incompetence • Punishment for incompetence • Loss of personal identity • Loss of group membership • LEADS to RESISTANCE TO CHANGE Resistance to Change • Denial- (this won’t last). • Scapegoating, passing the buck, dodging, (others need to change first. Not about us). • Maneuvering bargaining, (What’s in it for me? What is the long range benefit?). Principles • Survival anxiety must be greater than the learning anxiety. • Learning anxiety must be reduced rather than increasing survival anxiety. Psychological safety to overcome learning anxiety • • • • • • • • A compelling positive vision Formal training Involvement of the learner Informal training of groups/teams Practice fields, coaches & feedback Positive role models Support Groups Systems consistent with new way of working • Programs will fail without the 8 conditions Stage 2 Learning New Concepts • Imitation of and identification with role models • Scanning for solutions • Trial and error learning Stage 3 Internalizing New Concepts, Meanings and Standards • Incorporation into self-concept and identity • Incorporation into ongoing relationships Refreezing • The final step in the change process • If the change process correctly diagnosed the problem- new behaviors will produce better results and confirm the process • If not the change process begins againUnfreeze begins. • Must be the rationale for the “fluid state” of my employer. Principles • The change goal must be defined concretely in terms of the specific problem you are trying to fix, not as “culture change.” • Old culture can be discarded by getting rid of the folks cheering for the old way- New behavior will be learned ONLY if it leads to success and satisfaction. • Culture change requiring unlearning –it is psychologically painful. Summary • CHANGE HURTS • Resistance will be present • Allow for learning anxiety • Assist the learner to feel psychologically safe. References • Schein, E. H. (2010). Organizational culture and leadership. (4th ed., pp. 299-313). San Francisco: Jossey-Bass. QUESTIONS • If no one has any questions • LOUD APPLAUSE Please