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.

To What Extent Is Culture Change Possible Through Coaching and Mentoring

Abstract: The Human Resource (HR) world has adopted both coaching and mentoring activity as important parts of its learning and development and change strategy. Both mentoring and coaching have been employed within organizations for individuals for various purposes. There is a logic for the idea of creating a “coaching culture” or perhaps a “mentoring organization.” However, the concept of culture is as elusive and varied as coaching and mentoring! One use has been attempts at the complexities of culture change, but this is part of a managerialist discourse where simplification of complexity is a norm. Much coaching and mentoring literature focuses on individuals and only on the organization by implication, and while many claim that coaching and mentoring do enable change across organizations, this is ambiguous. Therefore, this chapter explores the issues surrounding the question, To what extent is culture change possible through coaching and mentoring?

Culture change initiatives: needs for the hong kong construction industry

Abstract: SUMMARY The construction industry is known to be more adversarial and less productive than many other industries. Many high-powered reports worldwide have called for radical cultural changes to improve the industry environment and performance levels and have recommended cooperation and collaboration through different teamwork approaches. Recent initiatives have met with some successes, mainly in the form of cooperation between owners and contractors. Benefits of these non-traditional approaches can only materialise if all major stakeholders work together as ‘one team’, under proper ‘change initiatives’. The foregoing aspects are examined in this paper, targeting the required ‘project culture’ through the application of Relational Contracting (RC) principles for the joint management of risks during the whole project life cycle. Observations from recent Hong Kong based industry surveys indicate a high motivation towards such approaches. This motivation may be mobilised to achieve the desired benefits by launching appropriate change initiatives through the Government. Examples of some potentially beneficial change initiatives are added to illustrate these observations.

Leadership and the Implementation of Culture Change in Long-Term Care

Abstract: In understanding the culture change movement in long-term care and the factors that either foster or impede its sustainability, it is important to consider a number of factors. Since leadership is important in any organization and has been identified as crucial in the implementation of culture change in long-term care, this alternate plan paper focuses on the leadership factors that either facilitate or impede the implementation of culture change. Included in this alternate plan paper is an brief overview of the culture change movement in long-term care, the role of leadership versus management in the long-term care environment, types of leadership, a presentation of sixteen scholarly studies focusing on the role of leadership in regards to culture change in longterm care systems, as well as a discussion about the empowerment of residents and staff of longterm care facilities, the flattening of structural hierarchies, the importance of utilizing leadership (versus management), the need for support of residents and staff during this transition, as well as the taking a holistic approach when considering the needs of residents and staff in long-term care.

Aspects that influence curricular change capacity: Characterizing the transferability, openness, and literacy of individual changemakers

Abstract: In this work-in-progress paper, we present a framework for developing an individual's capacity to engage in curricular culture change. It is part of a larger project that looks at curricular change through a cultural lens by analyzing cross-institutional curricular collaborations. An individual's capacity depends on three aspects: transferability (the presence of a testable hypothesis for transferring a curricular element across cultures), openness (the willingness and ability to personally pay the “cost” of running that experiment), and literacy (the ability to make sense of one or both curricular cultures involved). These three aspects combine into eight possible states, and individuals in each state demonstrate different responses to opportunities for curricular culture change. Developing this framework gives us a way to think about potential interventions that can help individuals increase their capacity for this sort of change work.

Conversion or Acculturation? A Study of Culture Change and Its Effect on Evangelism in Mindanao Indigenous Societies

Abstract: Rapid culture change among tribal groups in Mindanao, Philippines, has produced a generation of young people who are eager to seek a new, more prestigious identity. Western missionaries, influenced by their society's obsession with the future and with youth, run counter to tribal worldviews when they consider young people the most effective target for evangelism. Targeting the youth can often prevent a tribal society's most effective communicators from a realistic hearing of the gospel and block a valid people movement. This article describes certain processes and problems of rapid culture change and urges some serious rethinking about strategies for evangelism in this area.