Organizational Culture Change

A 2-page article. 
Predictability. 
It would be interesting to see the outcome if AI could create a White Swan Event by looking for the vectors that lead to the predictability and development of a White Swan Event.  A place to start would be to consider the potential of incomplete social theories.

“Planetary Management” appreciates the physical and social environments of our civilization as a closed system, an integrated holism, where all elements affect all other elements. 

What has been lacking is that our social existence has a synergistic potential that has not been developed to proactively sustain the civilizational existence of humanity. 

The Graduate Program of Planetary Management is an organized, intentional, and conscious attempt to reverse the ongoing devolution of democratic societies.  This situation developed because our civilization came into existence as an “accident of time” without an intention for its existence.  design, plan, or anticipated outcomes.  The multi-national, global chaos we see in the world today is a result of not anticipating and planning for the development of a global civilization.  By using the recent discoveries of the most basic elements of human motivation, we can now begin to reinvent our civilization to become self-sustaining. 

NOTE:  A degree in Planetary Management is not synonymous with planetary science degrees.

Traditional martial art is a pivotal part of Chinese folk culture. However, due to the impact of modern culture, the inheritance of various martial arts is threatened. Therefore, many efforts have been made by the Chinese government to protect this unique culture in the late 20 th century. To provide practical indications for the safeguard of intangible cultural heritage, we conducted a literature review for the Chinese strategies concerning the safeguard of traditional martial arts (TMA) in the past 30 years, also tried to identify the advantages and shortcomings of current safeguard of TMA. Existing evidence indicates that the legislative safeguarding of Chinese TMA has gradually evolved into a system for preservation. Modern devices are important to maintain the current form of the intangible cultural heritage. Inviting inheritors of the TMA to teach relevant skills and knowledge in university campuses may play an important role in the dynamic safeguard of inheritance. On the other hand, shortcomings are also noticed. For instance, younger generations are not fully aware of the importance of TMA, thus specific education is needed. The means of transmission of TMA is still insufficient in the current information era.

Background. Meihuaquan has not only survived four successive dynasties as well as wars and other social upheavals, but it is, in fact, enjoying revitalization against the background of urbanization. Aim. What is the social foundation of the revival of Meihuaquan in rural of north China? The focus of this paper is how this revival is supported by social institutions, especially the group identity of Meihuaquan. Method. The methods of this article include participant-observation fieldwork, semi-structured interviews and questionnaire survey. Results. (1) Meihuaquan has survived four successive dynasties as well as wars and other social upheavals. (2) From 2006 the political environment has nurtured Meihuaquan's survival and development. Now, it is enjoying a revival. (3) It is a means to enrich personal, social and spiritual life of local people. (4) Meihuaquan serves as a means of identity formation not only for males but also for females. (5) Young adults have similar enthusiasm concerning Meihuaquan to their seniors. (6) Cultural awareness of educated young people is helpful for the development of Meihuaquan. Conclusions. The fundamental reason for Meihuaquan's revival is that it cultivated the sense of group identity for local people in northern China. This kind of group identity is not only about social relationships, but also spiritual life; not only accepted by males, but also recognized by females; not only felt by older people, but also supported by the younger generation; not only favored by peasants, but also practiced by college students. In short, Meihuaquan established the identity of its members, local people and government by many strategies, and kept the balance between the three factions.

The purpose of this study was to evaluate the effect of transformational leadership style and organizational culture on the formation of organizational cynicism in the Agricultural Bank in city of Tehran. The population of this study consisted of 1022 employees of the Agricultural Bank of Tehran. A total of 304 questionnaires were distributed, of which 264 valid questionnaires were collected. These questionnaires were distributed randomly among the male and female employees in Tehran branches of Agricultural Bank. Standard questionnaire of transformational leadership model, standard questionnaire of organizational culture model and organizational cynicism were applied in this study. In this study SPSS19 and Smart PLS software were used to analyze the collected data. Hypothesis testing showed that at first, Transformational leadership style had no significant effect on the formation of organizational cynicism in the Agricultural Bank in Tehran, and organizational culture had a significant negative impact on the formation of organizational cynicism in the Agricultural Bank in the second hypothesis.

The purpose of this study was to evaluate the effect of transformational leadership style and organizational culture on the formation of organizational cynicism in the Agricultural Bank in city of Tehran. The population of this study consisted of 1022 employees of the Agricultural Bank of Tehran. A total of 304 questionnaires were distributed, of which 264 valid questionnaires were collected. These questionnaires were distributed randomly among the male and female employees in Tehran branches of Agricultural Bank. Standard questionnaire of transformational leadership model, standard questionnaire of organizational culture model and organizational cynicism were applied in this study. In this study SPSS19 and Smart PLS software were used to analyze the collected data. Hypothesis testing showed that at first, Transformational leadership style had no significant effect on the formation of organizational cynicism in the Agricultural Bank in Tehran, and organizational culture had a significant negative impact on the formation of organizational cynicism in the Agricultural Bank in the second hypothesis.

Recent popular literature has spawned an ever increasing amount of leadership and management advice on how to manage, lead, and institute organizational change. While some of this advice may be effective, the literature has shown that the majority of organizational change initiatives fail. Most current leadership and management practices prescribe organizational treatment without understanding the nature and underlying cause of organizational illness. In the case of organizational culture, failure to properly institute change can have long-term repercussions. This paper proposes that the social transaction theory of social ontology can be used to explain not only how organizational culture is formed, but also how it responds to attempts to change it. Thus, by understanding the underlying mechanisms of culture formation and transformation, effective approaches can be developed to demonstrate how lasting change can be instituted.

In this paper we describe how individual experiences of presence may be a key factor in giving birth to the kind of leadership that enables deep sustainability. The empirical data come from two studies of the same theme: (a) an international action research project about Waking Up Moments at Work and (b) a Finnish phenomenographical study about experiences of presence. Both studies address the generative qualities of waking up or presence, suggest the value of such experiences as catalysts for inner shifts in human consciousness, and begin to explore how this may be a core component of developing leaders' potential for contributing to sustainability. COMMENT: This is the accepted version of the following article, which was part of a special symposium on sustainability leadership: Koskela, V., & Goldman Schuyler, K. (2016). Experiences of presence as a key factor towards sustainability leadership.

The current time is witnessing many rapid developments and changes; as a result of the knowledge explosion and the information revolution, which made the organizations face many challenges. Although it forced them to find modern and creative ways and discard traditional methods, by finding creative people and caring for and empowering workers considering the human element as an essential resource to be sought, invested, and considered as a partner. The use of empowerment is a drag that expresses it to reach the satisfaction of its customers and thus achieve its goals. However, it helps to meet the challenges of the century. The research was conducted with a purpose to investigate the relationship between transformational leadership and empowering the Employees in The Egyptian Travel Agencies. Questionnaire Consist of 35 items, divided into four parts was designed. One hundred Travel Agencies category A were selected on simple random sampling basis. A total 600 questionnaires were ci...

With the multitude of variables that may play a role in a company's Lean journey, it is becoming more understood that leadership plays a significant role in implementing lean principles on construction projects. The goal of this research is to investigate the relationship between leadership and Lean Construction implementation. The research uses a quantitative research in which a survey was conducted, followed by a statistical analysis to test the hypothesis. Through the statistical analysis of survey data, the research finds that there is positive relation between the level of transformational leadership and the effectiveness of lean implementation. When an organization is implementing organizational change like Lean, traits of leaders must not be underestimated. The study findings may contribute to the knowledge of lean construction leadership by bridging the gap between leadership and the effectiveness of lean implementation.

The current time is witnessing many rapid developments and changes; as a result of the knowledge explosion and the information revolution, which made the organizations face many challenges. Although it forced them to find modern and creative ways and discard traditional methods, by finding creative people and caring for and empowering workers considering the human element as an essential resource to be sought, invested, and considered as a partner. The use of empowerment is a drag that expresses it to reach the satisfaction of its customers and thus achieve its goals. However, it helps to meet the challenges of the century. The research was conducted with a purpose to investigate the relationship between transformational leadership and empowering the Employees in The Egyptian Travel Agencies. Questionnaire Consist of 35 items, divided into four parts was designed. One hundred Travel Agencies category A were selected on simple random sampling basis. A total 600 questionnaires were ci...

Democracy – Planning for Recovery BEFORE the Coming Collapse — A Book of Hope provides the recovery design plans for democratic nations where other books provide only predictions of the collapse with no remedial or recovery plans.  The technological wizardry that created the world that we know so well is of no use to resolve the coming collapse.  The collapse is not a technological problem.  It is a human problem where objects and quantities have been given more importance than quality-values that are at the core of the survival of the organizational existence of our families, communities, and societies. 
What these plans call for is a culture change that begins with a change of consciousness from the limited thinking of materialism, monetization of everything, and from quantity-object value systems.  These plans call for a change of consciousness to quality-value based value based decision-making systems that add value to individual citizens, families, communities, and societies. 
This book calls for the use of Directed Social Change to develop the evolution of social institutions so that their intentions are coordinated and complemental with each other to create beneficial future social circumstances for the generations that will come into existence.  A redesign of democratic societies is fundamental to their survival using design plans that plan for beneficial outcomes 10, 20, 30 years, and 50 years into the future. 
What we want to give to ourselves is the hope that our progeny of future generations will remember us fondly for the planning, decisions, and fortitude of planning well for their life and living situation to be better than what we are experiencing to day.  ##

The “Stockdale Paradox” is retaining unwavering faith that you can and will prevail in the end, regardless of the difficulties, and at the same time having the discipline to confront the most brutal facts of your current reality, whatever they might be.

The brutal facts: on average, over the last several years, failure to consistently implement best safety practices has resulted in about 700 lost time accidents, 6 fatalities and $29,000,000 in Office of Workers' Compensation Programs costs each year across the Forest Service. These are just the most visible direct costs. 

We have unwavering faith in a future vision of the Forest Service: Forest Service employees are recognized among the world’s leading practitioners of complex risk management, decision making, and sensemaking. Other organizations look to the Forest Service as a model of a just culture and a learning culture where health & safety are ingrained. Near-misses are routinely reported and their highly valued lessons learned are widely shared. A balanced scorecard displays trends in a few vital signals that are tracking high performance and safety. All of this results in a sharply decreasing trend in lost time accidents, fatalities, and workers compensation claims that approaches zero.

The search to improve safety-related behavior, invariably leads us to our culture. “Culture matters because it is a powerful, latent, and often unconscious set of forces that determine both our individual and collective behavior, ways of perceiving, thought patterns, and values.”

The Safety & Health Council rejects the false choice between safe practices or high performance. Both are possible. We want to be clear at the outset. We seek nothing less than to embark on a journey to transform our culture. We realize this is a difficult task that will take time (years) and resources (that are scarce). We acknowledge that there are skeptics among us. We recognize that we are venturing into unknown territory and know there are no silver bullets or easy solutions.

We recognize that we are joining an increasing chorus of groups calling to “change the culture.” Often times this simply means we would like to see other people change to be more like us (think and act as we do). Past practices of trying to change culture through individual performance measures or policy changes are insufficient. A different set of tools and practices are needed to affect culture change. We access culture and shared values through conversation. To change the culture, we will need to change our conversations. We propose to engage various Forest Service subcultures in the practice of dialogue in order to reveal the tacit assumptions that are at the heart of our culture, and in the process began to transform our culture. We will talk to learn and through this learning create a new capacity for effective action.

In order to have fundamental and transformational change, organizations need visionary leaders, so that they are able to implement and change with alteration in attitudes and beliefs of employees in the organization. In this study, we have tried to evaluate the relationship between transformational leadership style and organizational culture change. The present research is applied regarding the aim, and in terms method of data collection is a descriptive survey and correlation. After review of foreign and domestic research literature and construction of conceptual model, a questionnaire would be provided. The statistical population of this study included all executives and employees of the banks located in Bushehr City (Iran). Data collection tool is a questionnaire. Due to the population being large, in this study, by convenience sampling, 313 questionnaires were selected and studied. Collected data from questionnaires would be analyzed using structural equation modeling method. The results show that the dimensions of transformational leadership style (idealized influence, inspirational motivation, intellectual stimulation and individualized consideration) have a significant positive impact on organizational culture change.

We sought to enhance levels of mindfulness and joy in a 1,000-person Student Affairs organization of Utah Valley University (UVU) and used qualitative action research to assess the impact as we moved forward. We write here as a collaborative team sharing our voices as leader of change, process and organization consultant, and researcher. Mindfulness most often is brought into the workplace through trainings that focus on teaching and encouraging individual practice. The process tends to be one of the learning skills that are regarded as fundamentally individual. Instead, our intention was not only to support individual practice but also to generate a more mindful organizational culture, gradually, without pressure or force. Rather than training participants in specific skills, we invited them to seek mindful moments or " wake-up " and to chart their own path. This chapter defines our approach to mindfulness as awareness-based systems change, relates this to other approaches to mindfulness research, describes the value of a process approach to change, and tells our story. While many studies show the impact of mindfulness practices on productivity and stress management, our outcomes appear somewhat unique, in that the most consistent themes distilled from one-on-one confidential interviews with participants were an increased connection with one another, with nature, and with the meaning of their work. In other words, this approach, both here and in an earlier phase of this program of action research, seems to encourage people to sense their interdependence with the human and natural worlds in which they live.

FUENTES PRIMARIAS DE INFORMACION, QUE DAN PLAUSIBILIDAD A LA TEORIA CONFECCIONADA Y SUSTENTAN LA CRONOLOGIA CONSTRUIDA RESPECTO A LA OPOSICION Y TRIUNFO FACULTATIVO, AL CAMBIO ORGANIZACIONAL PROMOVIDO POR EL RECTOR DE LA UQROO ENTRE 2005 Y 2008 Y QUE TERMINA CON SU "RENUNCIA" AL PUESTO.

Supply chain management system is a set of approaches used to efficiently integrate suppliers, manufacturers, warehouses, and customers so that merchandise is produced and distributed at the right quantities, to the right locations, and at the right time in order to minimize system wide costs while satisfying service-level requirements. Effective Supply Chain Mgt. is the next logical step towards increased profits and market share. The goal of supply chain management is to efficiently manage forecasting demand, controlling inventory, enhancing the network of business relationship a company has with customer, supplier, distributors, and others. Computer based supply chain management system are enabling reduced cycle times, increased revenues, and a competitive edge in fast paced retail markets. Since the purpose of the study was to find out the effectiveness of SCM system, the design of the study was Descriptive Research. Various subject areas such as purchasing and supply, logistics and transportation, marketing, organizational behaviour, network, strategic management, management information systems and operations management have contributed to the explosion of SCM. The main objective is to find out the effectiveness of SCM system in which the methodology used for tackling was through questionnaire by questioning different suppliers and knowing their views about system in the marketing. For analysis there are different tools used. The tools which were used in this project work were the SWOT analysis, Percentage analysis and chi square test. Charts were used to show the diagrammatic representations. The major reasons for effectiveness are identified as enterprise system performance is high when compared to traditional methods. Centralized information system that is convenient for logistics control. Immediate request and response is increasing the relationship. User satisfaction level is high. Highly secured transactions. Functions are user friendly. The major pitfalls are the workers are following traditional methods in that organization, Lack in Internet speeds, Unaware of technology, Series type of work process followed by the organization, which increases the cycle time of work, idle time of workers is high and Mass production stocks lead to huge loss. Manual inventory management is followed by most of the organizations, this will take more time to calculate the inventory control chart and it may not be accurate. SCM system are managing the purchase order & acknowledgment, schedules, invoice, payments, etc. In recent years, several trends have been observed in relation to the Supply Chain Management. The aim of this article is to identify the effectiveness of SCM practices in plastic industry and to promote new strategies in supply chain management. This may help the suppliers in understanding the business and working as a team in promoting the business success.

Change management is an important aspect of management that tries to ensure that a business responds to the environment in which it operates. The purpose of the study is to find out the importance of profitable change management in the organization. The aim of the study is to examine the level of employees’ preference towards the change management in the organization and also find out the factors which help the organization to achieve their goals through change management. In this study both the primary and secondary were used. From the population of 267 permanent employees working in Larsen & Toubro Limited ECC Division HQ, Chennai. Researcher adopt simple random sampling method to select the participants. 120 sample participants were selected from the various department in the organization. Researcher used pre-structured questionnaire method to collect the data from selected participants in the organization. The finding of the result found that the working experience have a strongest and healthiest relationship among their preference towards the change management. One Way ANOVA test shows that there is no statistical difference on working experience with the major obstacles help the organization to achieve their success. This suggested that the organization have focused to make a changes on technical area, work climate, workforce diversity, managing ethical behavior, and scarcity of resources. And also considered the obstacles help to increase the organization success like organizational function, organizational culture, grievance handling and leadership.

The present paper follows on from the Acuity paper of 2016. 
 
Coach interventions are reported that create learning experiences in the coachee. The rationale for the selection of the interventions is based upon:
1) observed levels of coachee’s psychological states and,
2) coachee-learning as expressed by coachee-language (using the REPROCess model), where psychological shift is classified according to the model.

Examples link separate coach interventions to specific learning and the perceived level of state-change (as determined by observations of the coachee). The methods here provide a means of training advanced coaches and also, assessment of coaches based on coachee-change, rather than present-day, skills-observation of coaches alone.
This paper suggests that further efforts towards the assessment of coaches, based upon what is achieved in the coachee, should be fruitful.

We describe how individual experiences of presence may be a key factor in giving birth to the kind of leadership that enables deep sustainability.  The empirical data come from two studies of the same theme: (a) an international action research project about Waking Up Moments at Work and (b) a Finnish phenomenographical study about experiences of presence.  Both studies address the generative qualities of waking up or presence, suggest the value of such experiences as catalysts for inner shifts in human consciousness, and begin to explore how this may be a core component of developing leaders’ potential for contributing to sustainability.

Background. Meihuaquan has not only survived four successive dynasties as well as wars and other social upheavals, but it is, in fact, enjoying revitalization against the background of urbanization. Aim. What is the social foundation of the revival of Meihuaquan in rural of north China? The focus of this paper is how this revival is supported by social institutions, especially the group identity of Meihuaquan. Method. The methods of this article include participant-observation fieldwork, semi-structured interviews and questionnaire survey. Results. (1) Meihuaquan has survived four successive dynasties as well as wars and other social upheavals. (2) From 2006 the political environment has nurtured Meihuaquan's survival and development. Now, it is enjoying a revival. (3) It is a means to enrich personal, social and spiritual life of local people. (4) Meihuaquan serves as a means of identity formation not only for males but also for females. (5) Young adults have similar enthusiasm concerning Meihuaquan to their seniors. (6) Cultural awareness of educated young people is helpful for the development of Meihuaquan. Conclusions. The fundamental reason for Meihuaquan's revival is that it cultivated the sense of group identity for local people in northern China. This kind of group identity is not only about social relationships, but also spiritual life; not only accepted by males, but also recognized by females; not only felt by older people, but also supported by the younger generation; not only favored by peasants, but also practiced by college students. In short, Meihuaquan established the identity of its members, local people and government by many strategies, and kept the balance between the three factions.

El documento gira sobre la propuesta de Plan de Trabajo que presentó, a la Junta Directiva de la Universidad de Quintana Roo (Mexico), en Julio del 2015, el aspirante a Rector  Dr. Xavier Gamboa Villafranca.  Esta entrega se realizó para registrarse como aspirante;  a su vez, este paso es integrante del proceso de nombramiento del rector para el cuatrienio que va, del 16 de agosto del 2015 al 15 de agosto del 2019.  El documento tiene un extenso adendum, conteniendo cartas (de motivos de de declaración de no haber sido sancionado por actos contra la legislacion univesitaria), biografía pública internacional, curriculum vitae resumido e in extenso, convocatoria para participar en la designación de este fncinario.

Meihuaquan (“Plum Blossom Fist [Boxing]”) has traditionally been practiced as vernacular (folk) art practiced among the Han ethnic group residing in the Shandong, Henan and Hebei Provinces of China. Historical documentation dates Plum Blossom Boxing to the seventeenth century. The classic Chinese novel, Shuǐhǔ Zhuàn (Marsh Chronicles) recounts the martial exploits of Shandong’s twelfth century outlaw heroes
who may have been Mei Boxers, also. Thus, for perhaps a millennium, the region has been noted for vernacular martial arts and social banditry. The region’s rampant lawlessness
promoted highly-developed martial prowess among both lawbreakers and those who were required to protect themselves against the brigands. Cultural, economic, and environmental factors in the region gave rise to heterodox political and religious beliefs that frequently served as a catalyst for martial sects, most notably the “Boxers” who at the turn of the twentieth century, came into conflict with the imperial government. These factors laid the groundwork for the “character traits” of the art while Taoism, the Five Elements theory, and a concept of predictable change shaped Plum Boxing’s strategic and mechanical principles. In the past decade, there have been efforts to globalize this vernacular martial art. Rather than driving Plum Boxing to extinction it is likely that the folk and the “larger than local” will co-exist.

Recent popular literature has spawned an ever increasing amount of leadership and management advice on how to manage, lead, and institute organizational change. While some of this advice may be effective, the literature has shown that the majority of organizational change initiatives fail. Most current leadership and management practices prescribe organizational treatment without understanding the nature and underlying cause of organizational illness. In the case of organizational culture, failure to properly institute change can have long-term repercussions. This paper proposes that the social transaction theory of social ontology can be used to explain not only how organizational culture is formed, but also how it responds to attempts to change it.  Thus, by understanding the underlying mechanisms of culture formation and transformation, effective approaches can be developed to demonstrate how lasting change can be instituted.

‘Principles are more important than tools ’


There is a great deal of confusion about coaching, much of it due to the plethora of coaching models in the market, often presented without underpinning principles.

The three Principal Instruments of coaching are questions, challenge and silence. These Principal Instruments are used to assist the coachee to meet their defined targets. Of the three Instruments, silence is, perhaps surprisingly, the most effective. When the Principal Instruments are coupled with coaching mindsets and a suitable toolkit, you are most likely to witness stunning change and performance in your coachees. NLP provides great tools for change but tools on their own do not make a good coach. The Principal Instruments are offered as a benchmark for all the best coaching methodologies.

Coaches limit their ability if they only coach and do not experience coaching from the coachee position. Here Angus McLeod looks at training interventions to support coaching development for Managers.


Coaching
Facilitating, not Telling

True coaching (as opposed to mentoring) has its basis in a process that facilitates change, enabling the coachee to use both their own experience and new perceptions to give them solutions. The coachee-ownership is critical because motivation comes from emotion; an emotional investment in an ‘owned’ solution is likely to be more compelling than that for a direction provided by someone else. True coaching supports the general move to more self-directed work. Necessarily, this demands that the coach is flexible, patient and is content when a coachee has committed to action, even when the coach can think of a ‘better’ course of action!