COMM 2P65 Lecture Notes - Lecture 11: Organizational Culture, Unintended Consequences, Organic Movement
6 Apr 2015
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Document Summary
Typical view of organizational change: top leadership understood as cause of change, change seen as dramatic, rapid, complete, assumption that changes is positive and can foster a completely unique new culture. Are top leaders cause of change: consultants oversee cultural change projects, managers spend little time directly related to cultural change (meanings, values, inspiring) Hypodermic needly view of management role: the ceo talks or acts, and the masses respond as intended, as if there is nothing going on in people"s minds. Language of change distorted: ambitious change programs typically underpinned by vague, empty, broad brush language, fashionable business talk creative, community, diverse. Messages frequently ignored: most organizational members are unaware, or filter cultural; meanings and values management directs to them, videos memos or staged appearances distort communications further. Change talk is difficult to translate: messages filter through informal interactions lunchroom talk, gossip, people respond differently to management talk about change.
