It is imperative for leaders of an organizations to consider the context and appropriateness of any culture change they decide to consider. Appealing and genuine selling features of a culture change ensure staff of an organization are prepared to accept the shift (McCann, Hassard, Granter, & Hyde, 2015, p. 1573). The study presented McCann, Hassard, Granter, and Hyde was conducted on the implementation of lean processes in an NHS Foundation Trust hospital. Their report highlighted many conceptualized features of how staff adopted and rejected the new principles of lean processes. They referred to lean as “specifically focusing on the identification and elimination of waste” (McCann et al., 2015, p. 1559). Following such culture shift adoption
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126)[SD3] . Throughout the duration of their three-year study, this particular Trust hospital organized many regular training events to encourage staff members to start thinking lean (McCann et al., 2015, p. 1564). These particular training events and communication reinforcement practices represent the routine, ritual, and story elements of the cultural web in illustration 4.2 of Organizational Change (Senior & Swailers, 2016, p. 127). McCann et al. observed staff who seemed involved with the principles throughout various training events, PowerPoint presentations, and encouragement of lean thinking throughout their study of the Milltown hospital (2015, p. 1564)[SD4] . These practices coincide with the routine and ritual elements of the cultural web (cited by Johnson, Scholes, & Whittington, 2008). Senior and Swailes explain that these elements signify the values of the organization (as cited by Johnson et al., 2008). In addition to the training and PowerPoint presentations, Milltown went as far as selling lean thinking through stories of the staff newsletters and on their company’s intranet (McCann et al., 2015, p. …show more content…
1567). During this stage of a culture shift, leaders may recognize that some sellers and buyers in an organization may be uncertain about the solution such change is intended to create. When sellers and buyers communicate problems or concerns with their leaders they ought to be dealt with right away (McCann et al., 2015, p. 1567). In doing so, the Dissonance Resolution stage can be postponed and a culture change can be recognizably friendly among sellers and buyers of an organization. If not, the long-term vision of change can be diffused through criticism and skepticism and withdrawn from an organization. Considering Johnson et al.’s elements of the cultural web and Birnbaum’s 5-Stage Model to a fad’s life cycle is imperative to ensuring a cultural change is welcomed by all sellers and buyers in an
126)[SD3] . Throughout the duration of their three-year study, this particular Trust hospital organized many regular training events to encourage staff members to start thinking lean (McCann et al., 2015, p. 1564). These particular training events and communication reinforcement practices represent the routine, ritual, and story elements of the cultural web in illustration 4.2 of Organizational Change (Senior & Swailers, 2016, p. 127). McCann et al. observed staff who seemed involved with the principles throughout various training events, PowerPoint presentations, and encouragement of lean thinking throughout their study of the Milltown hospital (2015, p. 1564)[SD4] . These practices coincide with the routine and ritual elements of the cultural web (cited by Johnson, Scholes, & Whittington, 2008). Senior and Swailes explain that these elements signify the values of the organization (as cited by Johnson et al., 2008). In addition to the training and PowerPoint presentations, Milltown went as far as selling lean thinking through stories of the staff newsletters and on their company’s intranet (McCann et al., 2015, p. …show more content…
1567). During this stage of a culture shift, leaders may recognize that some sellers and buyers in an organization may be uncertain about the solution such change is intended to create. When sellers and buyers communicate problems or concerns with their leaders they ought to be dealt with right away (McCann et al., 2015, p. 1567). In doing so, the Dissonance Resolution stage can be postponed and a culture change can be recognizably friendly among sellers and buyers of an organization. If not, the long-term vision of change can be diffused through criticism and skepticism and withdrawn from an organization. Considering Johnson et al.’s elements of the cultural web and Birnbaum’s 5-Stage Model to a fad’s life cycle is imperative to ensuring a cultural change is welcomed by all sellers and buyers in an