“When it comes to change management, what is the Culture and Sense Making? How do we learn and characterize Cultural Studies?”
“Progress is impossible without change, and those who cannot change their minds cannot change anything.” (George Bernard Shaw)
Change management is a systematic approach to dealing with change, both from the perspective of an organization and on the individual level. A somewhat ambiguous term, change management has at least three different aspects, including: adapting to change, controlling change, and effecting change. A proactive approach to dealing with change is at the core of all three aspects. For an organization, change management means defining and implementing procedures and/or technologies to deal with changes in the business environment and to profit from changing opportunities.
Successful adaptation to change is as crucial within an organization as it is in the natural world. Just like plants and animals, organizations and the individuals in them inevitably encounter changing conditions that they are powerless to control. The more effectively you deal with change, the more likely you are to thrive. Adaptation might involve establishing a structured methodology for responding to changes in the business environment (such as a fluctuation in the economy, or a threat from a competitor) or establishing coping mechanisms for responding to changes in the workplace (such as new policies, or technologies).
Organizational culture is the personality of the organization. Culture is comprised of the assumptions, values, norms and tangible signs (artifacts) of organization members and their behaviors. Members of an organization soon come to sense the particular culture of an organization. Culture is one of those terms that's difficult to express distinctly, but everyone knows it when they sense it. For example, the culture of a large, for-profit corporation is quite different than that of a hospital which is quite different that that of a university. You can tell the culture of an organization by looking at the arrangement of furniture, what they brag about, what members wear, etc. -- similar to what you can use to get a feeling about someone's personality. Corporate culture can be looked at as a system. Inputs include feedback from, e.g., society, professions, laws, stories, heroes, values on competition or service, etc. The process is based on our assumptions, values and norms, e.g., our values on money, time, facilities, space and people. Outputs or effects of our culture are, e.g., organizational behaviors, technologies, strategies, image, products, services, appearance, etc. The concept of culture is particularly important when attempting to manage organization-wide change. Practitioners are coming to realize that, despite the best-laid plans, organizational change must include not only changing structures and processes, but also changing the corporate culture as well. In dealing with organizational issues, sense making requires us to look for explanations and answers in terms of how people see things rather than rather than structures or systems. Sense making suggests that organizational issues - 'strategies', 'breakdowns', 'change', 'goals', 'plans', 'tasks', 'teams', and so on are not things that one can find out in the world or that exist in the organization. Rather, their source is people's way of thinking. Leaders learn to compete, survive and change by first understanding the context in which an organization and its people operate. Leaders share a common challenge the need to quickly assess a constantly changing environment and to continually readjust as they take in new information and impressions. How can they make sense of a world where feedback is unclear and inconsistent? Where the ‘correct’ answer is not obvious? Where they must understand and change their environment simultaneously? This important leadership challenge is called sense making: discovering new terrain as...
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