Abstract
This paper examines the processes of changing the organizational culture of one French industrial multinational company. This multinational company illustrates that while preserving traditional organizational values the company could change from one type of behaviour to another within the existing culture without provoking change of the culture itself. The empirical data concern the introduction of a competency-based leadership model and support the theory of change 1 developed by Watzlawick et al. While change 1 concerns changes inside a given system, change 2 allows for transcendence of the system and for passage to a different logical level. The lessons learned from this research show that as long as an organization wants to keep its traditional values, possible changes in the organizational culture should always be type 1.
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