Afiniti’s Change Readiness Assessment tool is built around six ‘levers’ that we see well developed in organisations that are change ready. One of the levers outlines whether there are clearly understood business drivers for change. That makes sense – we’re increasingly finding that those impacted by a forthcoming change want to understand not only what the change entails, but also why it’s being implemented at all.
In previous blogs in our Culture Series we’ve looked at five reasons why organisations should pay more attention to culture during change initiatives, and a ‘four lever’ model by which we can understand and work with culture – suggesting that this may be a more useful approach than seeking a precise definition of organisational culture. In this blog we’ll highlight five lessons we’ve learned about how you can work with these levers to effect a change in culture. You’ll find that reading the previous blogs in the series will help you make sense of this one. Read more
In the previous blog in this series we highlighted five reasons why organisations should pay more attention to culture in change initiatives. But what do we actually mean by culture – or, perhaps more usefully, how can we think about culture in a way that lets us address it?
So, culture – what is it?
With over 30 years’ consulting and industry experience under his belt, there’s much to learn from Nick Smith, Business Change Director at Afiniti, so we sat down for a chat and I asked Nick some questions about his career to date.
In this edition:
What is organisational culture, and why does it matter?
We’ve been ranked among the UK’s leading management consultants by the FT.
Following the success of our autumn event we’re re-running our culture change event in April. Read more
How many therapists does it take to change a light bulb? Apparently just one, but the bulb must want to change. The old ones are the best – but maybe there’s something here for us in Business Change.
The Person-Centred approach to therapy was developed by Carl Rogers. Crudely, at the heart of his thinking lies the belief that if people feel secure – safe and valued – they’re more likely to be able to embrace change, and effect it for themselves. Intuitively, this makes sense, and evidence over decades now can be produced to support the contention. Rogers identified three ‘core conditions’ that would characterise the attitude of the therapist to the client in effective working: congruence (being genuine); empathy (a deep understanding of what the client is feeling); and an unconditional positive regard for the client (acceptance). Read more
Behind every theory of learning is a philosophical anthropology.
Yes, it’s going to be one of those blogs that dabbles with the academic. But stay with it, this matters and maybe explains some trends in the learning industry.
Using our creative and innovative approach to delivering change, we enable and equip your people to progress through every step of the change journey.
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