Showing papers on "Culture change published in 2012"

Culture And Personality

Abstract: gories that seem to us to reflect the most significant trends of this period. These trends are: a fractionation of group character studies from studies of total personality to investigations of more limited components or aspects of personality; an increasing methodological rigor in child-development investigations; the emergence of social psychiatry as a major subject of specialization for anthropologists; a re-focusing of interests in culture change, from "slow" acculturation processes to processes of "rapid" culture change, as in revitalization movements and directed development; the beginning of a crystallization of theory in an area that may loosely be called "communication and cognition"; and the first signs of an interest in the relation of various physiological and biochemical processes to personality and culture. We have not included in the literature cited all publications relevant to the subject of culture and personality, but have tended to restrict ourselves to works by anthropologists or directed to anthropologists that undertake to extend our knowledge of the systematic

Culture Change in Elite Sport Performance Teams: Examining and Advancing Effectiveness in the New Era

Abstract: Reflecting the importance of optimizing culture for elite teams, Fletcher and Arnold (2011) recently suggested the need for expertise in culture change. Acknowledging the dearth of literature on the specific process, however, the potential effectiveness of practitioners in this area is unknown. The present paper examines the activity's precise demands and the validity of understanding in sport psychology and organizational research to support its delivery. Recognizing that sport psychologists are being increasingly utilized by elite team management, initial evidence-based guidelines are presented. Finally, to stimulate the development of ecologically valid, practically meaningful knowledge, the paper identifies a number of future research directions.

Corporate social responsibility as a source of competitive advantage: The mediating role of social capital and reputational capital

Abstract: Corporate social responsibility (CSR) has been an important issue in business management since decades. The study proposes a research model from a strategic management perspective. On the foundation of social identity theory and resource-based perspective in developing this argument, the article theorizes CSR as a resource-generating activity by creating support networks, relationships and management of perceptions in the form of social and reputational capital. This article develops propositions for strategic use of CSR activities by creating social and reputational capita that ultimately leads to profitability. Theoretical and practical implications of the proposed model have been discussed.

Implementing person-centered care in nursing homes.

Abstract: Background Charged with caring for frail and disabled elders, nursing homes are complex organizations that operate under high regulatory scrutiny and low public opinion. Despite efforts to improve, many nursing home residents receive poor care. By focusing on residents' relationships, life experiences, abilities, and preferences, person-centered care represents an innovation in nursing home care. Because person-centered care requires organization-wide change, implementation can be challenging. Purpose The purpose of this research is to apply innovation implementation theory to understand factors and conditions that help or hinder the implementation of person-centered care in nursing homes. Methodology Data come from the Person-Centered Care Program conducted by the Carolinas Center for Medical Excellence. Eight nursing homes participated in the Person-Centered Care Program for 1 year. A multiple-case-study design and pattern-matching logic were employed to examine organizational factors associated with implementation effectiveness. Data sources included semistructured key informant interviews, archival documents, surveys, and expert rankings of nursing homes' implementation effectiveness. Findings On the basis of this research, we suggest that effective implementation of organization-wide change in nursing homes is associated with high-quality management communications about the change, organizational readiness for change, and favorable perceptions from direct care providers about the priority of the innovation to the organization. Notably, neither the amount of training nor the financial resources dedicated to person-centered care were associated with implementation effectiveness. Practice implications Effective implementation of person-centered care in nursing homes is most likely when management follows through with plans as advertised, when leadership teams have confidence in their ability to meet goals for change, and when change fosters smooth operations in the daily routines of direct care providers.

Emergent Patterns of Creativity and Innovation in Early Technologies

Abstract: Creativity and innovation are conventionally viewed as consequences of individual mental processes and actions. Certain time and places are also remarkable for the pace of culture change and variety of cultural accomplishments, whereas others appear quite static. From this second macroscopic perspective, creativity can be seen as an emergent property of large numbers of interactions among individuals. Palaeoanthropologists are in a much better position to study emergent forms of innovation than individual creativity. This chapter reviews recent research concerning the effects of demographic factors and network structures on diversity and rates of change in behaviour. These studies demonstrate that the sizes, stability and interconnectedness of past human populations could directly influence the development, spread and persistence of novel forms of behaviour. Demographic conditions and social strategies are thus likely to have influenced rates of culture change and the scale of diversity over the course of human evolution. From this perspective, creativity and innovation can be seen as having multiple origins, both causally and temporally.

Educators and the quality of their work environment: an analysis of the organisational climate in primary schools

Abstract: Within the media and the literature the need is often expressed for the establishment of a culture of learning within South African schools. The contrasting view tends to be one of dysfunctional schools that have come into being, giving rise to significant learner behaviour problems and poor pass rates being encountered in practice. This paper is directed at gaining conceptual clarity as to what is meant by a “culture of learning” and exploring two fundamentally different views as to how such a culture can be nurtured within South African schools. The study is based on a multidisciplinary literature review to gain an understanding of the concept and the theories advocated for bringing about a culture change. A key finding emanating from the study is that the traditional culture management approach advocated in the literature may not be all that effective in practice and that an alternative approach that views “culture of learning” as an emergent phenomenon that has its origins in the social interaction taking place within classrooms, schools and learning communities may be more effective.

Leading culture change in global organizations : aligning culture and strategy

Abstract: Foreword by Edgar H. Schein ix Preface xiii 1. Building a High-Performance Business Culture 1 2. Supporting the Front Line 25 3. Creating Strategic Alignment 49 4. Creating One Culture Out of Many 71 5. Exporting Culture Change 91 6. Building a Global Business in an Emerging Market 113 7. Building a Global Business from an Emerging Market 133 8. Building for the Future: Trading Old Habits for New 153 Appendix: Denison Organizational Culture Survey: Overview and Resource Guide 173 Notes 195 Acknowledgments 205 The Authors 209 Index 211

Challenge of Changing Nursing Home Prescribing Culture

Abstract: This article described a framework for improving prescribing in nursing homes (NH) by focusing on the whole facility as a system that has created a "prescribing culture." We offered this paradigm as an alternative to focused interventions that target prescribers only. We used the example of atypical antipsychotics to illustrate the approach. We also highlighted elements of the NH culture change movement that are germane to medication prescribing, and illustrated which elements of NH culture were shown to be associated with suboptimal quality of care. We concluded by describing current models, including our study funded by the Agency for Healthcare Research and Quality, to identify the best methods of disseminating evidence-based medication use guides in NHs.

Strategies for coping with stress in emergency medicine: Early education is vital

Abstract: Introduction: Physician burnout has received considerable attention in the literature and impacts a large number of emergency medicine physicians, but there is no standardized curriculum for wellness in resident education. A culture change is needed to educate about wellness, adopt a preventative and proactive approach, and focus on resiliency. Discussion: We describe a novel approach to wellness education by focusing on resiliency rather than the unintended endpoint of physician burnout. One barrier to adoption of wellness education has been establishing legitimacy among emergency medicine (EM) residents and educators. We discuss a change in the language of wellness education and provide several specific topics to facilitate the incorporation of these topics in resident education. Conclusion: Wellness education and a culture of training that promotes well-being will benefit EM residents. Demonstrating the impact of several factors that positively affect emergency physicians may help to facilitate alert residents to the importance of practicing activities that will result in wellness. A change in culture and focus on resiliency is needed to adequately address and optimize physician self-care.

Perspective: the negativity bias, medical education, and the culture of academic medicine: why culture change is hard.

Abstract: Despite ongoing efforts to improve working conditions, address well-being of faculty and students, and promote professionalism, many still feel the culture of academic medicine is problematic. Depression and burnout persist among physicians and trainees. The authors propose that culture change is so challenging in part because of an evolutionary construct known as the negativity bias that is reinforced serially in medical education. The negativity bias drives people to attend to and be more greatly affected by the negative aspects of experience. Some common teaching methods such as simulations, pimping, and instruction in clinical reasoning inadvertently reinforce the negativity bias and thereby enhance physicians' focus on the negative. Here, the authors examine the concept of negativity bias in the context of academic medicine, arguing that culture is affected by serially emphasizing the inherent bias to recognize and remember the negative. They explore the potential role of practices rooted in positive psychology as powerful tools to counteract the negativity bias and aid in achieving desired culture change.

PERMA: a model for institutional leadership and culture change.

Abstract: For those who work and learn in medical schools and teaching hospitals to develop their full potential, fundamental institutional culture change needs to occur. Far too many medical students, residents, faculty, and staff not only fail to reach their potential but also suffer unnecessarily from anxiety, burnout, and depression related to the unhealthy environment in which they work. Too often, programs that address these problems are directed primarily at treating distressed individuals and fail to look at the workplace environment as a significant source of distress. Systematic efforts, spearheaded by forward-thinking institutional leadership, are needed to create healthier workplace cultures and thereby prevent mental health problems.

Prioritizing Culture Change in Nursing Homes: Perspectives of Residents, Staff, and Family Members

Abstract: Objectives: To explore the perspectives and priorities of nursing home residents, family members, and frontline nursing staff concerning a broad range of items representing common targets of culture change initiatives. Design: Qualitative study. Setting: A Veterans Affairs Community Living Center and two community nursing homes in North Carolina. Participants: Residents (n = 21), family members (n = 21), and direct-care nursing staff (n = 21) were recruited, with equal numbers in each group from each site. Measurements: Participants rated the importance of 62 items from the Centers for Medicare and Medicaid Services Artifacts of Culture Change instrument. Participants sorted cards reflecting each culture change artifact in two phases, identifying and ranking those of more and less importance to them to derive one distribution of preferences for each respondent. Q-sort analysis identified groups of respondents who prioritized similar items; qualitative analysis sought themes or explanations for the responses. Results: Wide variation in respondent preferences was observed. Some respondents viewed several items that others valued highly as unimportant or undesirable. Some items were not high priorities for any respondents. Four groups of respondents with similar preferences were identified: practical and independence-focused respondents, who prioritized ease of use of the physical environment; staff-focused respondents, who prioritized nursing staff retention and development; consistency and choice-focused respondents, who prioritized stable nurse staff-resident relationships and resident choice; and activity and community-focused respondents, who prioritized community gathering spaces and activities. Conclusion: Resident, family, and staff priorities for culture change vary, and diverse priorities of stakeholders should be considered to inform culture change efforts on a local and national level.

Breaking through the glass wall: the experience of being a woman enterprise leader

Abstract: This article describes the results of a phenomenological study undertaken to understand the meaning of the experience of being a woman enterprise leader. The experience of women is challenging due to an imbalance in the representation of female executives, barriers to advancement and disconnects in development strategies. In-depth interviews were conducted with 12 participants resulting in five essential themes that provide deeper insights into this experience. The five themes present across all enterprise leadership positions and industries. They are: (1) driven by a desire to control their destiny; (2) aspire to leadership positions with impact; (3) achieve influence through a connect-and-collaborate style; (4) initiate culture change while staying focused on results and (5) apply self-knowledge and resiliency to address challenges. The findings provided further clarity on how women approached their careers and lives, the roles of the enterprise leader, the manner in which women led and managed and the ...

Knowledge as Culture

Abstract: Culture must not be seen as something that merely reflects an organization’s social reality: rather, it is an integral part of the process by which that reality is constructed. Knowledge management initiatives, per se, are not culture change projects; but, if culture stands in the way of what an organization needs to do, they must somehow impact.

‘Multi-directional management’: Exploring the challenges of performance in the World Class Programme environment

Abstract: Driven by the ever-increasing intensity of Olympic competition and the ‘no compromise – no stone unturned’ requirements frequently addressed by HM Government and its main agency, UK Sport, a change in culture across Olympic team landscapes is a common occurrence. With a focus on process, this paper presents reflections from eight current or recently serving UK Olympic sport Performance Directors on their experiences of creating and disseminating their vision for their sport, a vital initial activity of the change initiative. To facilitate a broad overview of this construct, reflections are structured around the vision’s characteristics and foundations, how it is delivered to key stakeholder groups, how it is influenced by these groups, the qualities required to ensure its longevity and its limitations. Emerging from these perceptions, the creation and maintenance of a shared team vision was portrayed as a highly dynamic task requiring the active management of a number of key internal and external stakehol...

Failed culture change aimed at more service provision: a test of three agentic factors

Abstract: Purpose – Headquarters managers of a medium-sized manufacturing company initiated a culture change in five of their dispersed wholesale units. The aim was for more external service quality. This paper aims to report the results of a test of three hypotheses, shedding light on the behavior of the involved agents. The hypotheses are rooted in the change management literature. Design/methodology/approach – The present study rests both on quantitative (survey) and qualitative (interviews) field data collected in two discrete phases over 3.5 years and obtained from the operational employees. The authors use their quantitative survey data to examine agentic explanations for the failed change; their qualitative data corroborated the findings. Findings – No culture change or service improvement was detected. Despite the fact that local change agents were not the initiators or owners of the intended change, employee satisfaction with the local change agents (situated in the service units) was found to explain variance in the culture and climate scores. The results underscore, furthermore, the critical importance of training employees, or lack thereof, in instituting the required new behavior. Originality/value – Most change-management research collects data from the managers' point of view. There are relatively few studies like this one that have been conducted from the perspective of those employees working in frontline service units. Meeting the challenge to improve external and internal service through culture change is crucial in many firms, for their survival and growth; accomplishing such organisational change (in which both culture and climate are positively affected) does indeed require experienced change-management skills. Results of this study recommend the honing of the change-management skill “coaching” for experienced managers, even though they themselves may not feel such a need.

Cyclical Cultural Trajectories: A Case Study from the Mesa Verde Region

Abstract: In this study, models of cultural evolution are used to examine one of most intensively studied archaeological areas in world: the central Mesa Verde region of southern Colorado (USA). I work back and forth between models in this case study to tease out new insights into culture change in the Mesa Verde region and to suggest ways that models of culture change can be improved. The results of a new research program, the Village Ecodynamics Project, are presented here and provide the most recent and refined account of settlement in the central Mesa Verde region. The study concludes that many factors contributed to culture change in the region, and it suggests that one factor has been overlooked in previous studies: the development of incipient social hierarchy. This study argues that the development of social inequality needs to be added to the mix of factors that produced culture change, especially immigration from the region during the tenth and thirteenth centuries. This study suggests that evolut...

Patient-centered care: the role of healthcare leadership.

Abstract: Throughout the year, we have been discussing the value of patient-centered care. The columns have focused on important aspects of this topic, such as the evolution of patient-centered care, patient satisfaction, community engagement, and technology. At the heart of all these components, however, is healthcare leadership.HEALTHCARE LEADERSHIP REVISITEDStrong leadership is critically important to organizations, regardless of the setting. Researchers have defined leadership in many different ways, but it is often associated with risk taking, dynamic, creative, change, and vision (Hughes, Ginnett, and Curphy 1999). Applying many of these same concepts, the Healthcare Leadership Alliance and American College of Healthcare Executives (2011) define healthcare leadership as "the ability to inspire individual and organizational excellence, create a shared vision and successfully manage change to attain the organization's strategic ends and successful performance." Leaders determine, communicate, and guide the vision of any organization, and thus leadership engagement in any culture change initiative toward patient-centered care is crucial (Frampton et al. 2008).HEALTHCARE LEADERSHIP AND PATIENT-CENTERED CAREChanging the paradigm of care to a patient-centered model represents one such organizational culture change and requires the involvement of senior executives. Implementing a patient-centered model of care has profound implications for the way care is planned, delivered, and evaluated. Although most leaders in healthcare organizations today embrace the basic tenets of a patient-centered philosophy, it wasn't always that way. Prior to 2001, healthcare leaders frequently identified barriers to the widespread adoption of patient-centered practices resulting from ( 1 ) a general resistance to change, (2) the perception that implementation would cost too much time and resources, and (3) a lack of clarity on how to initiate and maintain a culture change of this magnitude (Frampton and Charmel 2009).The dynamics surrounding patient-centered care changed significantly when the Institute of Medicine (2001) identified patient-centeredness as one of six aims of improvement for the US healthcare system. Even today, however, leaders often find that moving toward a patient-centered model requires an unanticipated level of commitment and significant adjustments in organizational structures (Ponte et al. 2003).A study commissioned by The Picker Institute in 2007 explored what steps would be necessary to achieve more rapid and widespread implementation of patient-centered care in both inpatient and ambulatory healthcare settings. Its findings indicated that the single most important factor contributing to patient-centered care is "the commitment and engagement of senior leadership . . . the organizational transformation required to actually achieve the sustained delivery of patientcentered care will not happen without top leadership support and participation" (Shaller 2007).The Institute for Healthcare Improvement embarked on a study in 2011 to identify key factors in achieving an exceptional patient and family experience of inpatient hospital care. It, too, found that a primary driver was leadership, and the study's authors reinforced the idea that "effective leaders focus the organization's culture on the needs of patients and families (i.e., providing care that is patient-centered, rather than provider-centered), tap into innovative ideas, and have the persistence and skills to create a patient and family-centered care culture. Leaders from executives to front-line managers share a commitment to this goal, and understand that it is led by senior leaders and is part of the organization's core strategy" (Balik et al. …

The State of Medical Student Wellness: A Call for Culture Change

Abstract: In recent years, multiple studies exploring medical student mental health highlight the increased frequency and severity of emotional problems during physicians’ formative years. Although these studies demonstrate a clear burden on medical students, we have not achieved a broader understanding of malleable factors in student wellness, and, thus, effective interventions to promote wellness are lagging behind. The development of evidence-based preventive and clinical programs in academic centers requires an appropriate focus on overall medical student wellness, encompassing academic and institutional elements. Successful models of student wellness programs exist (1); however, best-practices in this area have not yet been developed. A systematic review of studies among U.S. and Canadian medical students showed a higher prevalence of anxiety and depression among these students than in their age-matched peers (2). Even more worrisome, 11% of students in a longitudinal cohort from seven medical schools admitted to having had suicidal thoughts in the previous year (3). Over time, medical student health centers have seen an increased utilization of services (4, 5). It is unclear whether this is due to a higher prevalence and/or severity of mental disorders, increased identification of disorders, improved availability of services, reduced stigma, or a combination of these factors. This commentary will review factors that may contribute to student distress and discuss suggestions for effective interventions to address these. Our purpose is to provoke thought and debate about student wellness and to inspire action through the development of evidence-based interventions to improve wellness at medical schools across the country. Contributing Factors and Strategies for Culture Change Factors contributing to students’ mental health difficulties during medical school may be individual (intrapersonal and interpersonal) and/or environmental (institutional; see Table 1). These may include preexisting or de novo medical and/or mental illness; academic difficulties; emotional intelligence (EI) deficits (being unaware of one’s own or others’ emotions and having limited ability to effectively communicate and work with others); intolerable stress due to high workload, with high performance expectations and exposure to human suffering; confronting the hierarchical culture of medicine, including intergenerational clashes; neglect of social support networks, leading to isolation; and interpersonal stressors (e.g., a family member’s illness, divorce, separation, long-distance relationships, and financial pressures) (6, 7). The following sections outline factors contributing to student distress, paired with potential strategies for addressing them. In some cases, solutions have been described in the literature. Additional suggestions are presented, based on our institutions’ experiences.

The Dynamic Societal Cultural Milieu of Organizations: Origins, Maintenance and Change

Abstract: Many international management scholars have expressed concern about whether societal culture changes so rapidly that research which attempts to represent it has little utility. We address this fundamental concern of international management by providing three theoretical lenses to examine the forces that produce and maintain a society's culture: functional theory, neo-institutional theory and complexity theory. We consider principles of progressive change and problems of social psychology from functional theory, the three pillars and conflicting institutional logics of neo-institutional theory and the ideas of stable equilibrium, oscillations and chaos of dynamic systems from complexity theory. Although these three theoretical lenses sometimes produce conflicting explanations of culture change, they often complement each other. Together, they provide a more realistic picture of the dynamics of the societal cultural milieu of organizations than do cultural representations that favour stability or those that completely discount the utility of any attempt at representing cultural continuity.

Time for reform? Alcohol policy and cultural change in England since 2000

Abstract: Throughout history, alcohol policy has been tied to ideas of cultural change. In 2000, the New Labour government proposed deregulatory legislation that was designed, in part, to change British drinking cultures. However, implementation of the subsequent 2003 Licensing Act coincided with developments in alcohol retail and drinking behaviours which created widespread public concern. Government alcohol policy was also criticised by public health advocates who rejected the model of cultural change which underpinned it. Focussing on England and Wales, this article considers how an emphasis on culture-change outcomes undermined the political success of New Labour's alcohol policy; how media responses reinforced problematic ideas around British drinking culture; and how public health policy lobbying on alcohol has exposed a marked political divide over the role of legislation in shaping public attitudes and behaviours.

An enterprise resource planning system innovation and its influence on organisational culture: a case study in higher education

Abstract: Many organisations are adopting new enterprise resource planning (ERP) systems to address their organisational and business problems. These technologies may promise utopian visions of information management, yet often they have the potential to re-shape organisational life and bring even more control to the workplace; in some instances outcomes that are unpredictable and detrimental to the organisation. The study of ERPs and their influence on organisational life and culture is a complex and highly contested area of research which has been the subject of much theorising. This paper adds to the debate through a longitudinal case study of an integrated information system implementation undertaken within a large UK university. The system (known as SITS – strategic information technology services) was introduced into a university in 2006 and the focus of the research has been on culture change within the SITS environment. Document analysis, interviews and participant observation were used to collect data. Wha...

Nursing home culture change: what does it mean to nurses?

Abstract: The purpose of this study was to explore, from the perspectives of licensed nurses, the organizational culture, work environment, and factors influencing culture change in two nursing homes participating in the Wellspring Program. All licensed nurses ≥ 0.25 full-time equivalent from two nursing homes were invited to complete the Organizational Culture Inventory and the Work Environment Scale. A subset of respondents was invited to participate in subsequent interviews. Data indicated unresolved conflict, low employee satisfaction, high work demands, and managerial control in the workplace. Qualitatively, three categories emerged: Confusion over culture change, role, and documentation; Conflict over the integration of traditional care with a resident-centered model; and Commitment to providing quality nursing care to the resident. To ensure the successful implementation of culture change, consideration must be given to clarity of communication, anticipation of role conflict, and building on the underlying strength of job commitment.

Engineering compliance and worker resistance in UK further education: The creation of the Stepford lecturer

Abstract: Purpose – The purpose of this paper is to explore control and resistance in the UK further education (FE) sector by examining senior college managers’ attempts to engineer culture change and analysing lecturers’ resistance to such measures.Design/methodology/approach – Data were derived from interviews with managers and lecturers in two English FE colleges and the analysis of college documents. Interview data were analysed thematically using NVIVO software.Findings – It was found that college managers sought to build consent to change among lecturers based on values derived from “business‐like” views. Culture change initiatives were framed within the language of empowerment but lecturers’ experiences of change led them to feel disempowered and cynical as managers imposed their view of what lecturers should be doing and how they should behave. This attempt to gain control of the lecturers’ labour process invoked the “Stepford” lecturer metaphor used in the paper. Paradoxically, as managers sought to create...

CBT for culture change: formulating teams to improve patient care.

Abstract: Background: Increasingly, clinical psychologists and CBT trained clinicians work with and within teams. The cognitive model enables us to formulate the processes maintaining distress, and work with people to effect change. The model tends to be used to understand individuals’ difficulties, but may be effective in making sense of problems within teams. Aims: This study aimed to (i) explore the value of the cognitive model in formulating key staff-service user relationships; and (ii) determine whether such an approach would yield useful team based interventions. Method: The cognitive interpersonal model was used to develop an idiosyncratic conceptualization of key staff-service user interactions in an inpatient setting. This then informed management team planning aimed at improving provision for service users, and staff experience. Additionally, frequency of challenging behaviours and levels of staff burnout were assessed before and after service changes, as preliminary outcome data. Results: The team formulation was effective in (i) making sense of interactions contributing to the maintenance of service users’ challenging behaviours and staff burnout, and (ii) deriving systemic interventions likely to effect change. This was then used to guide service development planning. In support of a CBT approach to understanding and intervening with teams, preliminary data indicate that staff burnout and incidents of challenging behaviours reduced over time. Conclusion: The cognitive interpersonal model can be used to formulate relationships within teams and guide systemic change. This is likely to have a beneficial impact for both service users and staff.

Hegel, unhappy consciousness and endogenous cultural change:

Abstract: How and why does culture change? Very often, our meaningful priorities change as a result of accidental circumstances and external factors. But what about endogenous cultural change, when the value...

The Diversity Quality Cycle: driving culture change through innovative governance

Abstract: Corporate diversity initiatives have neither yielded higher financial returns for companies nor created significantly greater equity and equality of outcome for socially disadvantaged groups within organisations. There has been a systematic failure of diversity initiatives, as the strategic business importance of diversity has been avoided. Researchers argue that effective diversity management is dependent upon appropriate structures and systems, not upon human resource management training alone. This article discusses the impact of the design, introduction and application of the ‘Diversity Quality Cycle’. This model allows for the embedding of the values of equality of opportunity and cultural diversity throughout core business functions, and for positive long-term change. A mixed-method approach was taken; Participative Action Research is the main methodology employed, within which quantitative data were generated, analysed and interpreted. The main case study organisation is a Further Education College in the West of England.

Got the results, now what do you do? Safety culture transformation from theory into practice.

Abstract: Members of the Civil Air Navigation Services Organisation have committed themselves to measure and improve safety culture within their organizations by 2013 (CANSO, 2010). This paper attempts to offer support to air navigation service providers that have already implemented a standardized safety culture survey approach, in the process of transforming their safety culture based on existing survey results. First, an overview of the state of the art with respect to safety culture is presented. Then the application of the CANSO safety culture model from theory into practice is demonstrated based on four selected case studies. Finally, a summary of practical examples for driving safety culture change is provided, and critical success factors supporting the safety culture transformation process are discussed.