Diagnosing and Changing Organizational Culture
Chapter One
AN INTRODUCTION TO CHANGING
ORGANIZATIONAL CULTURE
No organization in the twenty-first century would boast about its
constancy, sameness, or status quo compared to ten years ago. Stability
is interpreted more often as stagnation than steadiness, and
organizations that are not in the business of change and transition
are generally viewed as recalcitrant. The frightening uncertainty
that traditionally accompanied major organizational change has
been superseded by the frightening uncertainty now associated with
staying the same.
The father of modern management, Peter Drucker, concluded
that "We are in one of those great historical periods that occur every
200 or 300 years when people don't understand the world anymore,
and the past is not sufficient to explain the future" (quoted in Childress
and Senn, 1995, p. 3) Unremitting, unpredictable, and sometimes
alarming change makes it difficult for any organization or
manager to stay curr ... read full excerpt from Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework ebook
