Topic
Culture change
About: Culture change is a research topic. Over the lifetime, 1531 publications have been published within this topic receiving 41922 citations. The topic is also known as: cultural change & culture changes.
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01 Jan 1972
TL;DR: For instance, change is not a process or goal unique to new states as mentioned in this paper, but rather a general phenomenon that occurs in all societies, such as Russia since 1917, China, Egypt since the overthrow of Farouk in 1952, and post-war Japan and Germany are obvious examples.
Abstract: Before examining the major agents of culture change, let us dispense with three widely held misconceptions. Firstly, change is not a process or goal unique to new states. Several societies, possessing well-established national identities, are currently beset by problems of cultural transformation.88 Russia since 1917, Communist China, Egypt since the overthrow of Farouk in 1952, and post-war Japan and Germany are obvious examples. Each of these states has in common some traumatic experience such as revolution, or defeat in war and enemy occupation, that constituted a break in its history, a rejection of the previous system. However, even a state like Ethiopia, with a strong sense of historical continuity, is experiencing culture change under the pressures to modernise. And Britain, famed for its culture and adaptation, also faces acute culture problems of readjustment to her decline from the status of a world military and economic power.
8 citations
Book•
21 Feb 2002
TL;DR: In this article, Anderson et al. present a framework for OD Consultation based on the concept of levels of self-awareness, which is a way in: words, values, and management.
Abstract: List of Tables and Figures. Foreword to the Series. Introduction to the Series. Statement of the Board. Acknowledgments. Preface. 1. A Way In: Words, Values, and Management. Words. Values. Management. 2. A Framework for OD Consultation. The Nine Cs.3. The Self. The Levels of Self. Revisiting the Johari Window by Joseph Luft. Disclosure Exercise for the Johari Window by Barbara Brewer. The Levels of the Self--Concept: A Summary. Toward a Professional Self. 4. Working with the Client. Some Thoughts About Technique. The Client/Consultant Relationship. The Client, Never Singular. 5. Rethinking the Issue of Change. Not to Be Taken for Granted. The Tao of Change. Conceptual Models in Change. What Is Complexity? Strategy and Change. OD Versus Change Management. 6. Changing Cultures: Concepts and Constraints. Defining Culture. Culture and OD. Culture Change Dimensions. Resisters to Culture Change. 7. Getting on with It: Entry,Contracting,and Engagement. Entry. Contracting. Engagement. Predicting Behavior and Visioning in OD. Internal Versus External Consulting.8. Diagnosis and Turbulence. Creating Coherence and Focus in Diagnosis. Modes and Strategies in Diagnosis. 9. Doing Something About It: The Intervention Concept. Seeking Context. OD Technologies and Their Classification. OD Interventions or A"Help! What Do I Do Now?A" by Ginger Lapid--Bogda. An OD Intervention Study. 10. Intervention Scenarios. Company Been Around. Company EC. Company Oilstep. Healthco. NIFPY Company. Company Stickums. Car--Go Company. Compufix. Rivoli Rivals Inc. Toys. Company Coachwell. Company Communi--Coop. Strategic Planning and Participative Approaches at the U.S. Air Force Space and Missile Center by Cheryl Gitlin. 11. Reflections and Perspectives. The Gospel Chorus by Jerry B. Harvey. The Use of Music in T--Group Training: A Spiritual Interlude by Norma Jean Anderson.Putting Your Being First: The Spiritual Foundation for Becoming a Masterful OD Practitioner by Dean Anderson. Of Time and the River by Robert Tannenbaum. Returning to the Self: Two Views on Sensitivity Training. 12.Beyond the Horizon. Re--Examining the Nine Cs. Information Technology and Wisdom Management. A Metaphor: The Search and the Ox. Beyond the Ox. Endnotes. Bibliography. About the Authors. About the Editors. Index.
8 citations
TL;DR: Mabey and Mallory as mentioned in this paper focus on attempts to modify behaviour and cultivate new competencies through cultural and structural change, and explore these issues, first, theoretically, by reviewing the growing body of relevant literatures and, second, empirically, by analysing two case organisations.
Abstract: Christopher Mabey and Geoff Mallory, who are respectively Head of and Research Fellow at the Open University Business School's Centre for Human Resource and Change Management, focus on attempts to modify behaviour and cultivate new competencies through cultural and structural change. They explore these issues, first, theoretically, by reviewing the growing body of relevant literatures and, second, empirically, by analysing two case organisations – the General Motors-Isuzi joint venture, IBC Vehicles Ltd, and Grampian Health Board – which adopted very different approaches. In both cases, they consider what assumptions underpinned the change processes, what human resource strategies policies were pursued, and what outcomes were apparent.
8 citations
TL;DR: Our department has experienced a significant culture transformation in its approach to teaching and this change is primarily the result of sustained focus on reforming two heavily coordinated sequence-to-sequence (Seq2Seq) systems as discussed by the authors.
Abstract: Our department has experienced a significant culture transformation in its approach to teaching. This change is primarily the result of sustained focus on reforming two heavily coordinated sequence...
8 citations