A Conceptual Model for Managed Culture Change Chapter 17 Edgar H. Schein Breathing some life into this chapter: Thea Picklesimer

Stage 1 Unfreezing: Creating the Motivation to Change Disconfimation/Unfreezing Creation of survival anxiety or guilt Creation of psychological safety to overcome learning anxiety

Unfreezing is: Any information that shows an organization some of its goal are NOT met. Scandals or embarrassing leaks of information are the most powerful type of unfreezing/disconfirmation Leads to anxiety

Creation of: Survival anxiety or guilt Unlearning old methods. New learning, (learning anxiety). Fear of loss of power/position Temporary incompetence Punishment for incompetence Loss of personal identity Loss of group membership LEADS to RESISTANCE TO CHANGE

Resistance to Change Denial- (this won’t last). Scapegoating, passing the buck, dodging, (others need to change first. Not about us). Maneuvering bargaining, (What’s in it for me? What is the long range benefit?).

Principles Survival anxiety must be greater than the learning anxiety. Learning anxiety must be reduced rather than increasing survival anxiety.

Psychological safety to overcome learning anxiety A compelling positive vision Formal training Involvement of the learner Informal training of groups/teams Practice fields, coaches & feedback Positive role models Support Groups Systems consistent with new way of working Programs will fail without the 8 conditions

Stage 2 Learning New Concepts Imitation of and identification with role models Scanning for solutions Trial and error learning

Stage 3 Internalizing New Concepts, Meanings and Standards Incorporation into self-concept and identity Incorporation into ongoing relationships

Refreezing The final step in the change process If the change process correctly diagnosed the problem- new behaviors will produce better results and confirm the process If not the change process begins again- Unfreeze begins. Must be the rationale for the “fluid state” of my employer.

Principles The change goal must be defined concretely in terms of the specific problem you are trying to fix, not as “culture change.” Old culture can be discarded by getting rid of the folks cheering for the old way- New behavior will be learned ONLY if it leads to success and satisfaction. Culture change requiring unlearning –it is psychologically painful.

Summary CHANGE HURTS Resistance will be present Allow for learning anxiety Assist the learner to feel psychologically safe.

References Schein, E. H. (2010). Organizational culture and leadership. (4th ed., pp. 299-313). San Francisco: Jossey-Bass.

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