2. Embedding Change
Changing the learning landscape
A specified change is Embedded when the new practices that you
are seeking to introduce are accepted and demonstrated by a
majority of those who need to do so.
To embed a new practice in your organisation you need to enable
a change in the component of the culture that impacts upon the
new behaviour required of individuals.
Culture is simply defined as ‘ the way things
are done around here’
3. Embedding Change
Changing the learning landscape
Formulate a clear strategic vision :
In order to make a cultural change effective a clear vision of the
university ’s new strategy, shared values and behaviours related to
that specific change is needed. This vision provides the intention
and direction for the culture change.
Display top-management commitment:
Culture change must be managed from the top of the organisation,
as willingness to change of the senior management is an important
indicator. The top of the organisation should be seen and heard to
be very much in favour of the change in order to actually implement
the change in the rest of the organisation.
4. Embedding Change
Changing the learning landscape
Model culture change at the highest level:
The behaviour of the senior management needs to symbolize the kinds
of values and behaviours that should be realised in the rest of
the institution.
Modify the organisation to support organisational change:
This means addressing what gets in the way of the change required. This
includes identifying what current systems, policies, procedures and rules
need to be changed in order to align with the new values and desired
culture.
5. Embedding Change
Changing the learning landscape
Highlight the benefits of the new practices:
The institution’s leaders and managers should be able to articulate the
connections between the desired behaviour (the adoption of new
practices) and how it will impact and improve the
organisation’s success.
Ensure there is a connection between the interests of
the institution and of those affected.
Changes in practice can be seen to be counter to cultural norms and
thus can lead to tensions between organisational and individual
interests, which can result in ethical concerns for those
practitioners involved.
6. Culture and
Alignment
Changing the learning landscape
To ensure the change you wish to implement is going to be
successful, you will need to analyse the culture of your institution
and evaluate how the changes in practices and behaviours you
are asking individuals to adopt align with the important cultural
norms.
If there is a dissonance between the cultural norms and how
individuals view the new practice the task can be much harder to
achieve.
7. Culture and
Alignment
Changing the learning landscape
Artefacts
At the first and most cursory level of Schein's model is
organisational attributes that can be seen, felt and heard by the
uninitiated observer - collectively known as artefacts
Examples:
•offices, visible awards and recognition
•how each person visibly interacts with each other and with
organisational outsiders
•Slogans and mission statements
8. Culture and
Alignment
Changing the learning landscape
Values
Professed & shared values are individuals’ preferences
regarding certain aspects of the organisation’s culture (e.g.
loyalty, customer service).
At this level, local and personal values are widely expressed
within the organisation.
Basic beliefs and assumptions include individuals' impressions
about the trustworthiness and supportiveness of an organisation,
and are often deeply ingrained within the organisation’s culture.
9. Tacit Assumptions
At the third and deepest level, the organisation's tacit assumptions
are found.
These are the elements of culture that are unseen and not
cognitively identified in everyday interactions between
organisational members.
Additionally, these are the elements of culture which are often taboo
to discuss inside the organisation.
Many of these 'unspoken rules' exist without the conscious
knowledge of the membership.
Culture and
Alignment
Changing the learning landscape
10. TASK
Changing the learning landscape
In Your Teams
Respond to the questions on the handout:
‘Culture and Alignment’
Be prepared to share your key conclusions and learning later today
through a number of headings on one flip chart
Time in teams:
11. Anchoring
Changing the learning landscape
When changes in the way individuals behave in an organisation are
permanent and little regression to former practices take place, it
means that the change has been anchored in the organisation.
It also means that the changes achieved are aligned to some
degree with the culture and that some of the essential elements that
form the culture, artefacts, values and even tacit assumptions had
changed.
12. Anchoring
Vision
5%
•Difficult to Create
•Must be Strategic
•Is Values Driven
•Anchoring Begins
•HERE
Vision
5%
•Difficult to Create
•Must be Strategic
•Is Values Driven
•Anchoring Begins
•HERE
Planning
5%
•Relatively Easy
•Systematic
•Structural
•Implementation
Planning
5%
•Relatively Easy
•Systematic
•Structural
•Implementation
Educating
15 %
•Hearts and Minds
•Must address cultural
norms
•Must be involving
•Can be Expensive
and Time Consuming
Educating
15 %
•Hearts and Minds
•Must address cultural
norms
•Must be involving
•Can be Expensive
and Time Consuming
Anchoring
75%
•Alignment with Cultural Norms
is the key to success
•Intense leadership and
management modelling needed
•Cost is often underestimated
•Reinforcement is essential
•It’s about Behaviours and
New Practices
•Can be a victim of the
next initiative
Anchoring
75%
•Alignment with Cultural Norms
is the key to success
•Intense leadership and
management modelling needed
•Cost is often underestimated
•Reinforcement is essential
•It’s about Behaviours and
New Practices
•Can be a victim of the
next initiative
13. Anchoring:
Team Working and Reflection
Changing the learning landscape
TASK
In you teams please use the questions in the handout ‘Anchoring’
to prompt discussion about what you will do to anchor the practices
and behaviours in your institution.
Prepare a poster to summarises your plans
Time in teams:
14. Embedding and
Anchoring
Changing the learning landscape
TASK
Draw on your experiences and on the learning from the modules,
and in particular the sessions in this module to:
Describe the actions you will plan and implement to ensure the new
practices that you want staff and students to adopt are embedded in
the working practices of your institution and are anchored in their
behaviour
Prepare a poster of one flip chart that summaries your plans.
Time in teams:
