Changing an Organizations Culture

Changing an organizations culture is a daunting task for any leader in an organization. The many behavioral factors such as psychology, sociology, social psychology, anthropology and finally political science play an important role in the culture of an organization. Denning (2011) prescribes a methodology to successfully modify an organization's culture through leadership tools, followed by management tools and if needed coercion. Before these tools can be utilized, there must be an understanding that an organizations culture is dynamic as the culture around us.

According to Denning (2011) single fixes to a problem such as the introduction of teams, lean, agile, scrum, knowledge management, or another process within an organization may work for a momentary time period, but eventually the organization will revert back to the previous organization's culture. To fully change an organization the organization and all players must be committed to the change. Denning (2011) states a leader must utilize the organization tool of leadership during the transformation of an organization. The leadership tool encompasses persuasion, vision story-telling, and role model and correlates with the inspiration of the organization. (Denning , 2011). An organization's culture is much like the antibodies in the human body. It is resistance to change and requires time and a little patience.

Of the leadership tool Denning describes that strikes the most fear is the force tool. This includes coercion, fiat, threats and punishments (Denning 2011). The force tool may work for a short time, but in the end the organization's culture will quickly resurface. For an organization's culture change to have a lasting impact, the leader must use the force tool sparingly and must

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understand the consequences. The organization may accept these changes for a short time and will eventually fade away. Barber Conable was President of the World Bank from 1986-1991. He tried to implement change in the World Bank by reorganizing along with downsizing; even with these changes the organization's culture returned (Denning 2011). Cobble's use of the force tool back fired on him, and the organization reverted back to the culture beforehand.

The most vital tool to the success of the organization's change is the management tool. The management tool connects the leadership tool by learning, decision-making, strategic planning, and negotiations (Denning 2011). Also the management tool connects the force tool through hirings and firings, incentives, role definition, promotion, training, control systems, disincentives, and operating procedures (Denning 2011). The management tool gives the substance to the leader's vision.

In conclusion I think the human dynamic displays a prominent role in the culture of an organization.