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.

Chapter 1 – Climate and culture change: exploring Holocene transitions

Abstract: Publisher Summary This chapter attempts to explore the climatic and cultural changes and transitions that have occurred in past 10,000 years. Responding successfully to climate change and its likely impacts on human culture is one of the great scientific challenges of the 21st century and a major test for global civilization. Various studies have been conducted in this regard, and various papers have been presented. This study explores how past human cultures have responded to changes in climate and consequent changes in vegetation and precipitation patterns. It documents research that offers many lessons of value to scholars, politicians/planners, and the general public. Scientific literature, archaeological research, and paleobiological evidence can be critical for identifying human presence and impact on the landscape; so, too, can geoarchaeological/geophysical analyses. Under this light, this chapter demonstrates that the reconstruction of both past climate change and past human cultural systems is best accomplished by using data from multiple sources, or proxy records, and by specialists from different disciplines working together. The development of the radiocarbon calibration curve has profound implications for archaeological and paleoenvironmental research. Furthermore, this study describes the possible causes of Holocene climate change, also rationalizing the need to study climate and culture change, and particularly events and processes occurring during the Mid-Holocene from ca. 9000 to 5000 years ago to help in the modern world. The basis for such studies lies in the relationship between climate and cultural change, which is elucidated in this chapter.

Changing the Culture of Mouth Care: Mouth Care Without a Battle

Abstract: Purpose of the study Culture change aims to fundamentally improve care provision in a manner consistent with individual preferences. However, few studies of culture change have focused on the quality of daily care, despite the fact that system-wide efforts are important to assure the effectiveness, adoption, and sustainability of person-centered care to meet daily needs. This paper describes a new culture change practice, Mouth Care Without a Battle. The focus on mouth care is predicated on the important association between person-centered support for oral hygiene and quality of life. Design and methods Mouth Care Without a Battle is a person-centered approach to quality mouth care for persons with cognitive and physical impairment. It was developed by an interdisciplinary team of clinician researchers based on literature review, consultation with experts, environmental scan of existing programs, and testing in nursing homes. Building from the success of Bathing Without a Battle, Mouth Care Without a Battle was evaluated in terms of changed care practices and outcomes, developed into a training program, and packaged for dissemination as a digital video disk (DVD) and website. Results The development and evaluation of Mouth Care Without a Battle demonstrate attention to the areas necessary to establish the evidence-base for culture change, to ultimately empower and support staff to provide care to achieve quality outcomes. Implications As illustrated in this paper, it is beneficial to build the evidence base for culture change by attending to care processes and outcomes benefiting all residents, ability to implement culture change, and costs of implementation.

Sabotaging Market-Oriented Culture Change: An Exploration of Resistance Justifications and Approaches

Abstract: This study explores and describes the rationales and the approaches employed by organizational members in order intentionally to sabotage, impede, or otherwise delay management-espoused market-oriented change programs. The objective is to develop theory through supplying grounded insights into how and why executives, managers, and employees resist attempts to improve the market focus of their company. Analysis of 174 field interviews uncovered four main rationales for resisting market-oriented change. Further, a continuum of intentional efforts to sabotage market-oriented culture change is presented and five key responses explored and described. These findings are discussed and implications for theory and practice forwarded.

Functions of organizational leaders in cultural change: Financial and social well-being.

Abstract: Social responsibility looms as a key feature of leadership decision making and citizenship behavior as the world’s resources are depleted, health and education crises increase, and communities, societies, and cultures adapt to a new context shaped by emerging technologies, political upheavals, global warming, and other drivers of behavior change In this article we call for future work in behavior analysis, emphasizing the importance of organizational leaders’ decision-making behaviors in establishing organizational practices that support prosocial behavior and eliminate aversive conditions within cultural systems The discussion expands on recent behavior analytic literature on cultural change and leadership behavior by first providing a summary of popular definitions of human well-being and relating this concept to prosocial behavior By drawing upon these definitions, we then summarize the behavior analytic concepts of metacontingencies and macrocontingencies as a framework from which behavior analysts

Organizational Culture: What it is and How to Change it

Abstract: A few years ago the concept of corporate or organizational culture was hardly mentioned by anyone but a few social scientists. Today it is one of the hottest topics around because, it is alleged, a better understanding of how to build the “right” kind of culture or a “strong” culture will solve some of our productivity problems. Several recent books, most notably the Peters and Waterman (1982) report on the McKinsey study of excellent American companies, emphasize that “strong cultures” are a necessary ingredient of excellence. So the hunt is on to find strong cultures, and thereby fix our problem.