The main reason organizational culture change fails is because CEO’s are focused on technical changes instead of adaptive changes.
The cultural disfunction never gets better because CEO’s are attacking symptoms, not causes.
This becomes an insidious pattern of dependency.
Meaning, the sense of urgency, and the fire drills to put out the fires are something people respond well to because the culture is reactive rather than proactive. And there is a “high” you get from “being productive” (putting out fires).
No one (stereotypically) in the organization with influence knows how to be proactive. At least that’s what it feels like to nearly everyone on the front line.
This is where i come in.
Reference: Ronald Heifetz, the nature of adaptive leadership on You Tube.
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