Abstract
The goal of this paper is to present the constructive confrontation approach to management of organizational culture. The approach provides for transformation of confrontation caused by differences between the new values of a declared organizational culture and the current values of employees in constructive process. Constructive confrontation allows for the concentration of energies and capacities of employees induced by confrontation in their productive adoption of new organizational cultural values. The approach development intends planning of organizational cultural change, and managing the adoption of new organizational cultural values by employees. Planning involves: building a structure of desired organizational values, setting the order of adoption of the new values, and determination of interrelated actions of employees generated by the new organizational values in accordance to the set order. Managing the adoption of new values involves forming a dynamic managerial team, receiving feedback on value adoption as a result of determining value adoption measure, and responding to feedback through complex and flexible use of the constructive confrontation tools.
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