Change Management and Cultural Synergy

A Positive View to Change

By: Harold Demmings Sr

“This is the way we do things around here” is often used to describe a team or organizational
culture. Additionally, the phrase "But, we've always done it that way," is a warning sign, a
symptom of impending disaster for any organization.

I recently read a book called “Teaching the Elephant to Dance”, by Dr. James A. Belasco, Ph.D.
which compared organizations to elephants. Both are large, ponderous organisms that learn
through conditioning. Moreover, once conditioned, both tend to keep operating in the same way
over time.

Baby circus elephants are leashed to a pole, and led around it. As they grow, they become
accustomed to following the same path around the pole, even though they could easily break the
leash if they tried. By the time the leash is removed, the elephant has become thoroughly
conditioned: while it could diverge from its course around the pole at any time, it keeps on
trudging. Many healthcare organizations find themselves in a similar position. We just cannot
afford to keep plodding around the same old pole, faced with budgetary constraints, staggering
personnel shortages, integration issues and tough regulatory mandates.

Shackled, like powerful elephants, some organizations rob themselves of the ingenuity required
to meet new challenges and escape the "re" dimension trap of "re-engineering, re-organization
and re-structuring that concentrate on short term fixes rather than long term solutions; a result of
holding onto “the way we’ve always done it” and “this is the way we do things around here”!

Different groups within an organization have different cultures and belief systems (Army, Navy,
Air Force…etc.). Culture influences how people respond to change. Understanding and
leveraging cultures helps to “grease the wheels” of change.

Change moves individuals and organizations from one view and place to another. However, what
is the best direction? Which approach should be followed, why, and when? The answers to
these questions can be found in an organization’s strategies, vision, and implementation plans.

Organizational change also involves improving processes. However, processes are envisioned
and executed by people. Change is most successful when people's minds, emotions and actions
are engaged. Change leaders must tap the potential of individuals, teams and organizations to
facilitate change and acquire the “Buy-In”. It is not my organization, nor is it theirs, but it is
ours!

Markets continually change. Customers continually change. Technology continually changes.

Competitors continually change. Each change triggers the need to create a new tomorrow.
Leaders, regardless of their level in the organization should identify this need and move quickly
to develop a new strategic approach. This new strategic approach contains three elements:

1. Reposition products/services to build a competitive advantage;

2. Talented people to execute the new strategies; and
 3. Organizational resources should tightly focus on the new strategies.

First, come strategies that meet the new conditions in the marketplace, strategies that give you an
advantage (Dr. James A. Belasco, Ph.D.).

Cross-cultural service issues are among the most central and most persistent factors that
influence business activity during this merger (“Intercultural Synergy in Mergers and
Acquisitions” kwintessential Ltd). As we move deeper into the NCA Integration, we face a long
list of challenges. For example: understanding the differences in communication patterns and
styles, preferences for leadership approach and style, different principles and notations of
hierarchy and organizational structures, and different methods of decision making; it is possible
to continue this list much further, but I think you get the message.

Change leaders should consider the more fundamental questions of: what is the origin of these
differences, where these cultural differences come from, and how they change? To address this,
consider the following questions:

1. What is the relationship between cultural heritage and management culture in our
organization?
2. What are the underlying dynamics in cross-cultural management?
3. Is there a linkage between our synergy and friction in the management of the two
different cultures the cultural heritages behind it?

The best "culture for change" is one of trust, understanding and cooperation! Shaping cultures
that spans differences and creates a sense of unity and purpose can be an essential element of
successful change. Instead of noting the differences between our cultures, we should focus on
the similarities and embrace the opportunity to create a new and better culture.

Q: How do we break free from the beaten path and set a new course?
A: We embrace a “Vision”!

The way to change the future is to cultivate a vision of what might be possible. A clear picture
of where you want to go is the key to mobilizing the support you need to get there. Change
leaders must be able to clearly articulate the vision…and do it frequently. You cannot blow an
uncertain trumpet and expect people to follow. A clear vision illuminates what needs to be done
and shows how it is to be implemented. It puts a stake in the ground; guides decisions; inspires
action and keeps us tightly focused.

“Unless you are willing to have a go, fail miserably, and have another go, success will not
happen”.
- Phillip Adams
 REFERENCES

Intercultural Synergy in Mergers and Acquisitions http://www.kwintessential.co.uk/cultural-

services/articles/intercultural-mergers.html