Wie Kulturtransformation in Organisationen gestaltet werden kann

Abstract

Many change processes in organizations fail or have only limited success because leaders and staff are unable to develop the necessary new attitudes and values. Therefore, a central question in many organizations is how a transformation of organizational culture can be successful. This article describes proven approaches and methods that can effect a profound change in organizational culture. Edgar Schein’s model of cultural transformation plays an important role. He directs the focus to the unconsciously acting basic assumptions and hidden rules of the organization. This deep layer of culture has evolved throughout the history of the organization. Over time it has become self-evident and unconscious. The processes of cultural transformation is about unlearning negative old cultural patterns and learning new ones. Releasing old patterns creates uncertainty and anxiety. Learning new things is only possible when save spaces emerge in which people can engage in new experiences. Very special about the described approach is to work on these unconsciously acting cultural patterns and linking them to all levels of the organization, e.g. structures, roles, and work processes. Still, the focus remains on the people. Only if they are constantly able to behave and act within the patterns of the new culture, a cultural transformation is successful. This article aims to give change agents, leaders, and consultants ideas on how to understand and shape profound cultural transformation processes.