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    the ways that members of the organisation behave towards each other and that link different parts of the organisation. These are the “way we do things around here”. There are also rituals of organisational life, such as training programmes, promot
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    Changing culture or “the way we do things around here” need not be as difficult as it first seems. We often make it more difficult for ourselves because the first and most important change often needs to come from us as leaders.

    We can make it doubly difficult if we build a project around a focus of changing culture. It can appear that we are changing culture for changing sake. We can also get lost in the forest of consultant jargon, models and methods and miss the trees of the objective we are attempting to reach.

    To adequately discuss what changing culture is, we need to start with a definition of what organisational culture is. A useful tool for this amongst the plethora of tools available is the Cultural Web developed by Johnson and Scholes.

    In the Cultural Web, culture is described as the mix of routines and rituals, stories, symbols, control systems, power structures and organisational structure that form the paradigm of the organisation.

    The routines are the ways that members of the organisation behave towards each other and that link different parts of the organisation. These are the “way we do things around here”. There are also rituals of organisational life, such as training programmes, promoti

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    doubly difficult if we build a project around a focus of changing culture. It can appear that we are changing culture for changing sake. We can also get lost in the forest of consultant jargon, models and methods and miss the trees of the objective we are attempting to reach.

    To adequately discuss what changing culture is, we need to start with a definition of what organisational culture is. A useful tool for this amongst the plethora of tools available is the Cultural Web developed by Johnson and Scholes.

    In the Cultural Web, culture is described as the mix of routines and rituals, stories, symbols, control systems, power structures and organisational structure that form the paradigm of the organisation.

    The routines are the ways that members of the organisation behave towards each other and that link different parts of the organisation. These are the “way we do things around here”. There are also rituals of organisational life, such as training programmes, promot

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    we are attempting to reach.

    To adequately discuss what changing culture is, we need to start with a definition of what organisational culture is. A useful tool for this amongst the plethora of tools available is the Cultural Web developed by Johnson and Scholes.

    In the Cultural Web, culture is described as the mix of routines and rituals, stories, symbols, control systems, power structures and organisational structure that form the paradigm of the organisation.

    The routines are the ways that members of the organisation behave towards each other and that link different parts of the organisation. These are the “way we do things around here”. There are also rituals of organisational life, such as training programmes, promot

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    hnson and Scholes.

    In the Cultural Web, culture is described as the mix of routines and rituals, stories, symbols, control systems, power structures and organisational structure that form the paradigm of the organisation.

    The routines are the ways that members of the organisation behave towards each other and that link different parts of the organisation. These are the “way we do things around here”. There are also rituals of organisational life, such as training programmes, promot

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    the ways that members of the organisation behave towards each other and that link different parts of the organisation. These are the “way we do things around here”. There are also rituals of organisational life, such as training programmes, promotion and assessment which point to what is most important in the organisation.

    The stories told by members of the organisation embed the present in its organisational history and flag important events and personalities. Other symbolic aspects of organisations such as logos, offices, cars and titles or the type of language and terminology commonly used become a short-hand representation of the nature of the organisation.

    The control systems, measurements and reward systems emphasise what is important in the organisation focusing attention and activity.

    Power structures, the most powerful managerial groupings in the organisation, are the ones most associated with core assumptions and beliefs about what is important. The formal organisational structure, or the more informal ways in which the organisation works, reflect power structures and delineate important relationships

    The paradigm is the set of assumptions, held in common and taken for granted in an organisatio

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