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

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

3. 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

4. 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

5. 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?).

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

7. 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

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

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

10. 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.

11. 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.

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

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

14. If no one has any questions
LOUD APPLAUSE
Please