Culture Paradigm and Change

Culture Paradigm and Change

Culture change depends on behavior and belief
change. Members of the organization must clearly
understand what is expected of them and how to
actually do the new behaviors. Use training to
communicate expectations and new behaviors.
Mentoring will also help employees learn and change.
When an organization has a strong culture, it keeps
their employees actively and passionately engaged.
A strong culture impacts the values and norms of an
organization. It creates and supports the mission, vision
and values
Culture Paradigm and Change
Resistance to Change
Resistance to change is the opposition to altered
circumstances or modification of the status quo.
Employees may resist change when they haven't been
briefed on the reasons for the change or the thinking
behind the decision-making. Listening to employee
concerns and ideas will help reduce resistance to
change.
How to Cope Up Resistance to Change
Change can be hard for both employees and employers but with
some planning and anticipation, it can be effectively managed.
Keeping communication flowing to and from leadership as well
as ensuring that companies are listening to employees and their
concerns can help navigate any resistance to change that might
arise along the way. 
Tips to minimize resistance to change
1. Communicate early and often
2. Listen to employees
3. Educate employees on the value of the change
4.Timing is everything
5.Provide ongoing support
Resistance to Change
NOKIA
Before smartphones entered the mainstream market, Nokia was enjoying the success it had
built, as the business had claimed 40% of the market share in 2007. Five years later, however,
the Finnish organisation was almost finished! It edged closer to disaster as shares plummeted
and the company logged more than $2 billion in operating losses in the first half of 2012 alone.
The problem? Nokia realized that it had missed the opportunity to lead the smartphone
revolution. Nokia then hired a new CEO and embarked on a journey to reinvent itself. After
selling its struggling mobile device division to fellow giant Microsoft, the concentration shifted
to network and mapping technologies.
In 2008, Nokia introduced a Booster Programme that helped the company match the ever-
changing aspirations of its customers, as well as new technologies among competitors. They
went from nine to four business units and streamlined development into just three business
units.
Nokia also purchased Siemens and then Alcatel-Lucent. The result was billions gained in
shareholder value and Nokia became a full-service infrastructure provider. Nokia’s amazing
transformation from a borderline bankrupt hardware manufacturer to leading technology
players shows how major organizations can respond to serious disruptions by transforming
themselves.