Organisational Culture

Organizational culture is the set of values, beliefs, attitudes, systems, and rules that outline and
influence employee behavior within an organization. The culture reflects how employees,
customers, vendors, and stakeholders experience the organization and its brand.

Elements

Core values

First and foremost, your core values shape how employees will act, from small tasks to large
projects. Your organization’s values shouldn’t be limited to the leaflet or the employee handbook
you provide to newcomers. Instead, leaders should be able to reflect the core cultural values on
every level in order to build the culture you want.

You can do this by incorporating the values during team-building exercises. You can even blend
the concepts into informal meet-ups after work. This way, even the new employees will be able
to pick up on the organization’s identity in no time. In short, you want your core values to be
actionable and observable.

Leadership

Good leadership may seem obvious, but oddly enough, a lot of organizations can get this element
wrong. A good leader should be supportive, motivate others, and embody the core values of the
organization while remaining approachable. All in all, they should set an example for employees
and act ethically. This is challenging, but if you get it right, the employees will respond
positively.

Take, for instance, Zoom’s employee reviews regarding their leadership. They won the top
company award for the happiest employees two years in a row because their founder and CEO
Eric Yuan put an emphasis on paying attention to workplace happiness.

Unified sense of purpose

For a productive work environment, a united purpose is what adds focus and motivation to all
individuals. After all, none of us wants to work on meaningless projects; we all want to be part of
something larger than ourselves. Purpose, in short, is the articulated “why” behind your
organization. Your people should be on the same page about what they’re here for and how it
matters in the big picture. Of course, this doesn’t mean that they’ll work on the same project, but
having a purpose should go beyond differences in departments and tasks. What’s more, it
connects people who would otherwise be strangers and motivates them to perform better

Accountability and autonomy

Ideally, you want your team members to have a voice and a sense of independence. Alienated
and dehumanized employees are the last thing your organization needs. People just aren’t meant
to be cogs in a wheel. Giving people the autonomy and opportunity to be accountable is one of
the key elements to companies with great cultures. Providing your team members with a sense of
autonomy and accountability shows that you recognize them as human beings with minds and
responsibilities.

Recognition and appreciation

Rather than keeping your recognition rites for special events, it’s better to entrench the element
in your work culture. You’d be surprised at how positive reinforcement transforms productivity
for the better, especially with aspects like engagement and retention. For one, you have four
times the odds of achieving employee engagement with proper recognition, according to Gallup
So, recognizing people for their achievements and efforts—no matter how small—can light up
your organization’s culture. Keep in mind that recognition can come in many forms, including
appreciation posts, work perks, and promotions.

Communication

Communication isn’t clear-cut since people have different communication styles and
personalities. You need to understand these differences and work according to them rather than
around them. The last thing you want to do is silence your team members and create a tension-
ridden work environment.

It all sounds basic, but a depressing 42% reported that yelling and verbal abuse are both common
issues in their workplace. So, while it can be difficult, learning how to communicate effectively
is worthwhile. Plus, healthy avenues of communication can come in various forms, be it formal
or informal.

Environment

A healthy environment consists not only of the physical workplace but the social and mental one
as well. So, while adjusting chairs and lighting is nice, you’ll need a lot more than that. You need
to build a sense of community that breaks down the borders between hierarchies. This means
mending relationships, opening people up to new interactions, celebrating life's moments, and
creating opportunities.

Importance of Organizational Culture

1. Employee Engagement: A positive organizational culture fosters a sense of belonging and

purpose among employees. When employees feel valued, supported, and aligned with the
company's values and goals, they are more likely to be engaged and committed to their work.
2. Performance and Productivity: A strong organizational culture can enhance employee
motivation, morale, and productivity. When employees are motivated by shared values and a
sense of camaraderie, they are more likely to collaborate effectively, communicate openly, and
strive for excellence in their roles. This contributes to higher levels of performance and overall
organizational success.

3. Innovation and Adaptability: Organizational Culture plays a crucial role in fostering

innovation and adaptability. A culture that encourages creativity, risk-taking, and continuous
learning empowers employees to experiment with new ideas, challenge the existing situation,
and adapt to changing market conditions. This enables the organization to stay competitive and
agile in an ever-evolving business environment.

4. Decision-Making and Problem-Solving: Decision-making and problem-solving are vital for

achieving organizational success. A conducive work environment fosters open communication,
allowing individuals to express their thoughts and ideas freely without reservation. Ultimately,
promoting an open work culture enhances the quality of decision-making by allowing for the
input of various alternative solutions, thereby increasing efficiency and ensuring the
implementation of the most effective one.

5. Customer Satisfaction: A customer-centric culture affects the level of customer satisfaction

positively. By motivating employees to provide excellent service and creating a work
environment that shows them value and interest, it contributes to a higher level of satisfaction
and loyalty, as employees provide excellent service. Moreover, it also allows businesses to
remain up to date with customers’ changing needs.

What is Organisational Change?

Organisational change is an essential process that drives meaningful transformations within a
company or institution. It involves making significant modifications to various aspects of the
organisation, including its structure, culture, processes, systems, strategies, and personnel. The
goal is to enhance performance, effectiveness, and adaptability, ensuring the organisation
remains competitive in a dynamic business environment. Organisational change can be
triggered by internal or external factors and is guided by the need to foster growth and success.
It encompasses diverse areas such as restructuring, cultural evolution, process optimisation,
technological advancements, strategic realignment, and people-centric initiatives.
Implementing successful organisational change requires meticulous planning, inspiring
leadership, and active engagement from stakeholders. By embracing change as a constant,
organisations can navigate challenges, seize opportunities, and pave the way for sustained
success.

Causes of Organisational Change

External influences: Changes in the external environment, such as market dynamics,
technological advancements, industry regulations, or shifts in customer preferences, can prompt
organisations to adapt and change in order to stay competitive.

Competitive pressures: Intense competition within the industry or the emergence of new market
players can drive organisations to implement changes in their strategies, processes, or products to
gain a competitive advantage.

Organisational growth or decline: Significant growth or decline within an organisation can

necessitate changes to accommodate the increased scale or to restructure and optimise operations
during periods of decline.

Technological advancements: Rapid advancements in technology can trigger organisational

change as organisations adopt new technologies, upgrade systems, or automate processes to
improve efficiency, productivity, and competitiveness.

Mergers and acquisitions: When organisations undergo mergers, acquisitions, or partnerships,

changes are often required to integrate operations, align cultures, streamline processes, and
realise synergies.

Internal inefficiencies or performance gaps: Identifying internal inefficiencies, performance

gaps, or areas for improvement can drive organisations to implement changes in processes,
systems, or structures to enhance performance, productivity, and operational effectiveness.

Leadership and strategic shifts: Changes in leadership, new strategic directions, or shifts in
organisational priorities can lead to changes as organisations align with the new vision, goals, or
strategic objectives.

Process of Organisational Change

Recognising the need for change: The first step is to identify the necessity for change by closely
examining internal assessments, employee feedback, market trends, and shifts in the business
environment. It is crucial to gain a clear understanding of the drivers and reasons behind the
change.

Planning: This stage focuses on creating a well-thought-out change plan. It involves setting clear
goals and objectives, defining the scope and scale of the change, and developing a roadmap that
outlines the activities, timeline and required resources.

Communicating and engaging stakeholders: Effective communication is essential to gain support

and create buy-in for the change. Stakeholders, including employees, leaders, customers, and
external partners, should be informed about the change, its purpose, and the potential benefits.
Engaging stakeholders in the change process fosters collaboration, addresses concerns, and
cultivates a sense of shared ownership.
Assessing and managing risks: A comprehensive assessment of potential risks and challenges
associated with the change is crucial. This involves identifying obstacles, potential resistance,
and unintended consequences. Risk mitigation strategies and contingency plans should be
developed to address these challenges and minimise disruptions.

Implementing the change: This stage focuses on putting the change plan into action. Activities
outlined in the plan, such as process restructuring, technology adoption, or organisational
adjustments, are executed with careful project management, resource allocation, and
coordination.

Monitoring and evaluating progress: Regular monitoring and evaluation are vital to track
progress, identify any deviations or obstacles, and make necessary adjustments. Key
performance indicators (KPIs) and metrics are established to assess the effectiveness and impact
of the change. Gathering feedback from employees and stakeholders helps inform ongoing
improvements.

Reinforcing and sustaining the change: Once the change has been implemented, efforts are made
to reinforce and embed the new practices, behaviours, and processes into the organisational
culture. This may involve providing training, support, and recognition to ensure that the change
becomes deeply rooted. Continuous reinforcement and a focus on learning contribute to long-
term sustainability.

The Change Process: Kurt Lewin’s Model

Kurt Lewin’s model of planned change outlines three stages that organisations go through when
implementing change. Stages are explained below:

1. Unfreezing
The first stage is known as “unfreezing,” which involves breaking away from established
practices and preparing individuals to embrace new alternatives. During this stage, outdated
beliefs, processes, and behaviours are discarded in favour of more suitable approaches for the
current situation. The goal is to help organisational members understand that the status quo is no
longer viable given the evolving demands of the environment.

Unfreezing involves several steps:

1. Recognising the Driving Forces: Managers must develop a keen awareness of major
environmental changes and internal issues that necessitate change. By understanding the
pressures for change, they can effectively identify the need for transformation.

2. Increasing the Driving Forces: Once the need for change is recognised, it is essential to
communicate this need to the people involved. By explaining the reasons behind the
change, individuals are more likely to embrace it willingly.

3. Managing the Resisting Forces: Resistance to change often arises when individuals
perceive potential harm or negative impact on their interests. It is crucial to address these
concerns and fears by highlighting the benefits of the proposed changes and alleviating
any misconceptions.

To achieve unfreezing, various techniques can be employed, such as:

 Education: Providing information and knowledge regarding the need for change and its
advantages.

 Communication: Engaging in open discussions to clarify the rationale behind the change
and address any uncertainties.

 Participation in decision-making: Involving employees in the change process by

encouraging their input and ideas.

 Negotiation through the exchange of rewards: Offering incentives or rewards to

motivate acceptance of the change.

 Persuasion: Shaping perceptions and attitudes through effective communication and

influence strategies.

 Encouragement and Support: Providing the necessary resources and assistance to

facilitate the transition.

These techniques aim to either strengthen the driving forces that propel behaviour away from the
status quo or weaken the restraining forces that hinder progress. By unfreezing existing mindsets
and behaviours, organisations can create a receptive environment for change and lay the
foundation for subsequent stages of the change process.
2. Changing or Moving

Once individuals embrace the need for change, the proposed changes are introduced
systematically, fostering new learning and the adoption of new behaviours. This moving phase
encompasses key elements that facilitate a successful transition:

 Encouraging Compliance: In some cases, change may be enforced through incentives or

consequences. However, true transformation requires more than compliance; it requires
internalisation and identification.

 Internalisation: Change becomes meaningful when individuals experience situations

that call for new behaviours. Through firsthand encounters, they begin to understand the
importance of change and gradually internalise new ways of behaving.

 Identification: Individuals also identify suitable behavioural models within their

environment. They recognise role models whose actions align with the desired change
and choose to emulate them.

During the implementation of change, unexpected challenges may arise, requiring effective
problem-solving. This period is marked by experimentation, ambiguity, and the need for careful
guidance.

To navigate this phase successfully, we should consider the following approaches:

1. Transparent Communication: Communicate the purpose, benefits, and expected

outcomes of the change to all members. This ensures a shared understanding and aligns
efforts toward a common goal.

2. Supportive Training and Resources: Provide comprehensive training programs and

resources to help individuals acquire the skills and competencies needed for new
behaviours. Offer guidance and assistance to address any challenges that emerge along
the way.

3. Continuous Feedback and Improvement: Establish feedback channels to gather

insights and suggestions from employees. This enables ongoing refinement of the change
implementation strategy based on real-time input, fostering a sense of ownership and
engagement.

4. Foster Adaptability: Cultivate a culture of adaptability and openness to change.

Encourage individuals to embrace new alternatives and behaviours, creating an
environment that supports growth and development.

5. Leadership Guidance: Effective leadership plays a vital role in guiding organisational

members through the change process. Leaders should provide clear direction, and
 support, and serve as role models for the desired behaviours, inspiring others to embrace
the change.

By providing careful guidance and support, organisations can navigate the implementation of
change effectively. This enables individuals to successfully transition and adopt the new
behaviours and alternatives introduced, ultimately driving positive outcomes for the organisation.

3. Refreezing

The final phase of the change process is refreezing, where the changes implemented during the
moving phase become ingrained as a permanent part of the organisation’s culture. During this
phase, members of the organisation internalise the new beliefs, attitudes, and behaviours they
have learned. It is the responsibility of the manager, acting as the change agent, to ensure the
effective integration of these new behaviours with existing patterns. Without proper
internalisation, there is a risk of individuals reverting to old ways of doing things.

To solidify the changes and prevent regression, organisations must strive for a state of dynamic
equilibrium. This entails maintaining a balance among various components that support the
desired behaviours. Continuous reinforcement is essential to ensure the sustainability of the
acquired behaviours. Acceptance of new practices and stabilisation of change occurs when
sufficient positive outcomes and reinforcements are provided.

We should consider the following approaches during the refreezing phase:

1. Integration and Alignment: Ensure that the new behaviours, beliefs, and attitudes align
with the overall organisational goals and values. Seamlessly integrate them into existing
systems and processes to foster consistency and coherence.

2. Ongoing Support: Provide continuous support and resources to reinforce newly acquired
behaviours. This may include training, coaching, and mentoring to assist individuals in
adapting to the changes. Supportive leadership and a positive organisational climate are
critical in maintaining the desired behaviours.

3. Celebrate Success: Recognise and celebrate accomplishments related to the change

implementation. This helps reinforce positive outcomes and motivates individuals to
continue embracing new behaviours.

4. Feedback and Evaluation: Establish feedback mechanisms to monitor the effectiveness

of the change and gather insights for improvement. Regular evaluation ensures the
sustained adoption of desired behaviours and allows for further refinement, if necessary.

5. Foster an Organisational Culture: Cultivate a culture that values and supports the
desired behaviours. This involves aligning performance management systems, rewards,
and recognition programs to reinforce the change and encourage its continuation.
By prioritising internalisation and maintaining a supportive environment, organisations can
successfully solidify the changes and embed them within the organisation’s core. This provides a
strong foundation for long-term success and enables the organisation to adapt effectively to
future challenges and opportunities.

Resistance to change

Resistance to change is the reluctance of people to adapt to change. Employees can be overt or
covert about their unwillingness to adapt to organizational changes. This opposition can range
from expressing their resistance publicly to unknowingly resisting change through micro-
resistance, language, or general actions.

Causes of Resistance to Change

1. Fear of economic loss:
People often exhibit resistance to change when they perceive potential negative impacts on
their economic well-being. This includes concerns about job security, reduced work hours
leading to decreased financial benefits, demotion resulting in lower compensation, or changes
that may imply a higher workload with reduced incentive wages. The level of resistance
typically corresponds to the perceived magnitude of the economic loss.
2. Obsolescence of skills:
Change often brings about the need for new knowledge and skills, rendering existing ones
obsolete. Individuals may resist change when they fear that their expertise will become
outdated, affecting their position and prospects within the organization. This resistance is more
pronounced for individuals with limited marketable skills or knowledge that is no longer
relevant in the evolving landscape.
3. Attachment to the status quo:
Many people find comfort and security in the familiarity of the current state of affairs. Any
proposed changes that disrupt established routines, convenience, or personal comfort can
trigger resistance. Individuals may have developed habits and customs that are deeply
ingrained, making it challenging to embrace new ways of doing things.
4. Fear of the unknown:
Change introduces uncertainty and risk, which can be unsettling for individuals. The unknown
elements of change create a sense of anxiety and resistance. For example, employees may
resist relocation to a remote branch due to concerns about adjusting to an unfamiliar
environment, potential disruptions to personal life, or uncertainties regarding the new work
dynamics.
5. Ego defensiveness:
Resistance to change can also stem from individuals’ desire to protect their ego or sense of
self-worth. Some people may resist change simply because it challenges their authority or
implies the need to acknowledge potential shortcomings. This resistance is often driven by a
need to maintain a perception of superiority or avoid appearing vulnerable.
6. Social displacement:
Social displacement occurs when individuals or groups experience negative consequences or
marginalization due to changes in social structures. This can happen when a particular group
loses its social status, influence, or access to resources because of shifting societal norms,
technological advancements, or changes in power dynamics.
7. Peer pressure:
Peer pressure refers to the influence exerted by individuals within a social group to conform to
certain behaviours, beliefs, or attitudes. It can involve both positive and negative influences,
where individuals may feel compelled to align with their peers to fit in, gain acceptance, or
avoid criticism or rejection.
8. Organizational structure:
Organizational structure refers to how an organization organizes its activities, tasks, and
relationships to achieve its objectives. It encompasses elements such as division of labour,
hierarchy of authority, communication channels, and coordination mechanisms. Organizational
structure provides a framework that defines power distribution and decision-making processes
within the organization.
9. Resource constraints:
Resource constraints occur when there are limitations or shortages of resources, such as
financial capital, human resources, technology, or physical assets, that individuals or
organizations face. These constraints can impact the ability to pursue certain activities or
initiatives, requiring individuals and organizations to prioritize, think creatively, and find
alternative solutions within the available resources.
10. Threat to power and influence:
In the face of change, individuals or groups holding positions of power or influence within an
organization may perceive the change as a threat to their authority, control, or status. This
perception can lead to resistance, as they may resist relinquishing power or adapting to new
dynamics that could potentially diminish their influence or disrupt established power
structures.
11. Sunk costs:
Sunk costs refer to costs that have already been incurred and cannot be recovered. When
making decisions, it is important to recognize that sunk costs should not be a determining
factor, as they are irrelevant to future considerations. However, individuals and organizations
often struggle to let go of sunk costs and resist change, even when it may be more beneficial to
do so, due to a psychological bias known as the “sunk cost fallacy.”

Action Research Approach

Action research is an organizational change behavior model that leverages direct inputs to derive
effective business outcomes through employee collaboration. Action research identifies the data
anomalies that are occurring in the workplace and breaks them down into an actionable plan
based on employee feedback. The employee input establishes a new business process in the
company and a means to continuously monitor and provide insight into the output of the action
plan through ongoing improvement

The action research methodology has five interwoven steps

Step 1 - Diagnosis

During the initial step a detailed analysis of the target environment, the change agent will
gather detailed information about the individual, groups, and organization. Reviewing existing
policies and procedures, interviewing employees and management, as well as assessing the
existing organizational business processes are some examples of the material the change agent
will target. Like a police officer performing a police investigation at a crime scene, the change
agent will carefully analyze and identify each of the elements at the individual, group, and
organizational level that are contributing to the business problem in an attempt to discover the
relevant evidence (Pascaru, 2020).

At the individual level, the change agent will evaluate the overall diversity and
demographics of the employee base and ask those questions to actively learn about what shapes
their personal values, overall attitude, and personality makeup. The change agent will ascertain
factors that are motivating and de-motivating to the workforce and determine where any gaps
may exist between organizational and employee expectations.

At the group and organizational level, the change agent will focus on existing formal and
informal constructs. Roles, responsibilities, inter-departmental relationships, and
organizationally defined relationships such as cross functional role-mapping and dependencies
are also considered. The overall culture and the team’s ability to achieve the company’s desired
outcomes will also help diagnose and establish an objective analysis for change in the
organization.

Step 2 - Analysis

Analysis of the data and preliminary findings is a critical second step. Objectifying and
capturing relevant patterns that describe the situation is an integral activity. For example, is there
a symptomatic pattern of behavior that leads the team to the same undesirable result on a
frequent basis? The intent for the change agent is to capture the problem areas and primary
concerns that reflect the current mode of business and begin to develop and formulate potential
action plans to implement based on the use of statistical action research (Durcikova et al., 2018).

The change agent will quantify and evaluate the existing data and shape the results into
potential options to deliver the intended results. Analyzing the data for patterns and identifying
the distress in the processes that are causing the discord help to provide insight into how
alternative approaches may alleviate the source of the problem and help deliver the intended
result. The key is objectifying the potential resolution to the extent possible, but not at the
expense of the role the individual plays in shaping reality.

Although performing statistical analysis in action research at times is not always precise
nor provides exact answers the approach is still a valuable tool to the change agent, and there are
measures that can be taken to help facilitate and validate the overall outcome of the result (Kock
et al., 2017). The intent is to attempt to seek and net out the root causes to identify plausible
approaches to eliminate or mitigate the negative effects that are currently impinging on the
desired result. Analysis enables the change agent to create the necessary framework to
collaborate with the employees and obtain their input for action.

Step 3 - Feedback

Feedback is the process of sharing the information found in the diagnosis and analysis
stages with the internal stakeholders and the change agent shaping a go-forward strategy to
streamline the organization (Collatto et al., 2018). Action plans are co-developed and prototyped
to bring about the necessary change to meet the intended outcomes within the organization. The
change agent’s inputs are recommendations based on the findings and the employees help to
shape what is plausible and can be done in the area of operations.

The change agent must be careful not accept all of the recommendations from the
organization to avoid creating the same problem, but should augment the necessary feedback to
prototype and validate the new processes in the workplace. The change agent needs to include in
the action plan information that will counteract fear stemming from employees habits,
organizational group inertia, threats to established relationships, etc. The goal of the draft action
plan is to lay out an approach and the intended benefits for the organization, what the employees
will receive by following the process, and an implementation methodology that overcomes
employee resistance.

The goal of overcoming resistance is allowing the stakeholders to recognize change is

warranted based on the market forces and is not a direct attack on their personal and/or
organizational ways of doing things and should be gathered in a positive feedback-seeking
climate (Auh et al., 2019). Open, candid conversation and directly engaging the employees helps
to minimize resistance. Also, making the employees and team know they are contributing to the
final group goal without manipulation and coercion makes them part of the solution and not the
problem. Throughout the process, the change agent will show empathy to the individuals and
share examples of success, along with transparent communication in establishing an action plan
in the organization.

Step 4 - Action

Action is implementing the proposed plan to determine if the approach corrects the
identified problems. Action plans are done in two stages. The initial stage is done by conducting
pilots that are designed to affirm the proposed approach in the final rollout. During the pilot
stage, the team will make the necessary adjustments prior to deploying solutions out to the whole
enterprise. An iterative approach allows the change agent to observe, consolidate, and validate
the most desired outcome for the deployment as a whole (Lakiza and Deschamps, 2019).

Upon remediation, the change agent will coordinate with all of the relevant stakeholders
on the final approach and method for the deployment and what can be expected in the final
deployment stage. A single point of escalation is normally set up for the stakeholders to reach
out during deployment to address unexpected issues during the implementation of the
change. Also as part of the stage, the change agent will provide ample communication to the
stakeholders to maintain a calm transition to the new approach based on results to avoid direct
backlash or resistance to change.

Step 5 - Evaluation

Successful implementation is critical and the change agent must administer a means to
measure the success of the change. Normally the measures are done at the individual, group, and
organizational level. Initial results serve as a benchmark, but the change agent must consider
factors such as acclimatization to the new processes, group cohesiveness, and organizational
productivity may initially impact the change brought into the approach and initially skew the
results. Once stabilized, the change agent has the ability to understand the true impact and if
necessary make the iterative modifications to the approach to drive the desired outcome (Lakiza
and Deschamps, 2019).

Also, the change agent should consider the operational implementation and usage of
ongoing continuous improvement into the process to help mitigate change that may arise in the
future and identify improvement opportunities continuously (Paipa-Galeano et al.,
2020). Ongoing improvements help to determine adjustments as an integral part of the execution
and provide insight to the employees as part of the day-to-day routine. Also, workplace stress
and apathy are removed and meaningful group cohesion occurs which drives the organization
into a more outcome-results based environment.

Appreciative Inquiry Approach

The Appreciative Inquiry approach to Problem Solving and Change Management on the other
hand, enables franchising large groups and ensuring their emotional involvement for managing
Change. David Cooperrider, the Founder of Appreciative Inquiry says ‘We have reached the end
of Problem Solving as a mode of Inquiry capable of inspiring and sustaining Human System
Change. The future belongs to methods that affirm, compel and accelerate Learning while
including the voices of all the people who will be affected by the change.”

The AI approach recommends the 4D cycle to drive Change. Sitting right at the centre
of Discover, Dream, Design and Destiny are the life-giving forces – the unique elements of
Culture of the organization and its organic rhythm that can make the change succeed.

The 4D approach for driving Change begins with Discover which involves asking about the Best
of What Is. Appreciative Inquiry suggests that any Change Intervention that is an improvement
can only be undertaken if we first understand the organization’s/team’s journey of excellence
and accomplishment. Therein lies the strategy for managing Change successfully and making it
meaningful for all.

Having understood the best of what is available to enable the Change to succeed we move to
the Dream Stage where the Group imagines what could be? They actively invest in visioning a
world when the change has been successfully implemented and using the Anticipatory principle
imagine the details for implementing the Change successfully.

The next D- Design is about creating a Plan for execution. This stage is similar to creating a
blueprint for transitioning from ‘As is’ to ‘Go to’ stages in the traditional Change Management
process. The difference is it involves everyone and is designed by leveraging Lifegiving forces
thereby eliminating resentment and resistance to Change.

The Destiny Stage is about accomplishing the dream, deciding how the Group will ensure the
Design is on track. How will they know they have reached the milestones to achieve their
Dreams. Destiny involves reviewing progress, testing the metrics for success and keeping the
group energies going to drive change with positivity and enthusiasm.

Large Group Intervention Approach

Parallel Learning Structure Approach

In organizational development, a parallel learning structure (PLS) is a supplemental structure

that operates alongside the formal hierarchy to facilitate innovation, change, and knowledge
sharing by creating spaces for open communication and experimentation, often through teams
and groups.

Benefits

• Innovation and Change: PLSs help organizations break free from normal constraints
and engage in experimentation and initiate necessary changes.

• Knowledge Sharing: They promote the give and take of knowledge and information
amongst employees, enhancing the collective expertise of the organization.

• Talent Utilization: PLSs can bring underutilized but talented employees to the forefront,
giving them opportunities to contribute and be recognized.

• Employee Engagement: By fostering a culture of learning and collaboration, PLSs can

improve employee engagement and motivation.
Ethical issues of Organisational Behaviour.

1. Discrimination and harassment

Discrimination and harassment are major ethical issues for HR professionals and managers, with
serious impacts on an organisation's finances and reputation. Anti-discrimination laws in many
countries aim to protect employees from such unfair treatment. Some anti-discrimination areas
include:

Age: Organisations and internal policies cannot discriminate against employees who are older.

Disability: To prevent disability discrimination, it's important to accommodate and provide equal
treatment for employees with mental or physical disabilities.

Equal pay: Equal pay focuses on ensuring that all employees receive equal compensation for
similar work, regardless of religion, gender or race.

Pregnancy: Pregnant employees have a right not to be discriminated against on account of their
pregnancy.

Race: All employees should receive equal treatment, regardless of race.

Religion: Employees' religious beliefs should not affect how anyone within the organisation
treats them.

Sex and gender: An employee's sex and gender identity should not influence their treatment
while working at an organisation.

HR professionals and senior managers should educate employees on discrimination issues and
foster a positive work culture to combat it. Clearly communicate the disciplinary consequences
of discriminatory behavior to all staff. Strive to hire individuals from diverse backgrounds to
promote a varied workforce. Consider age, religion, and culture when developing internal
policies to better accommodate employees' needs.

2. Workplace health and safety

All employees have a right to safe working conditions and a positive working environment.
Some of the most common employee safety considerations include:

Fall protection: This involves measures to protect employees against falls, such as guard rails.

Hazard communication: Identify any harmful substances employees work with and communicate
how to handle these hazardous materials safely.

Scaffolding: The HR department in construction or maintenance organisations is obliged to guide

employees about the maximum weight numbers structures can handle.
Respiratory protection: If relevant, provide guidelines about emergency procedures and the
standards applicable to the use of respiratory equipment.

Lockout, tag out: This involves specifying the control procedures for dangerous machines and
hazardous energy sources, such as gas and oil.

Industrial trucks: It's important to ensure that the required safety standards for trucks are in place
to protect employees.

Ladders: Before using ladders, employees must be given an understanding of the weight that the
ladder can support.

Electrical wiring methods: Create procedures for electrical and wiring tasks. For example, these
guidelines can specify how employees can create a circuit to reduce electromagnetic
interference.

Machine guarding: It's important to provide operation guarding instructions for items such as
guillotine cutters, power presses, shears and other devices where applicable.

General electrical regulations: Developing general electrical regulations for employees is critical
for safety in work environments that require the frequent use of electrical equipment. For
example, employees should never place conductors or equipment in damp or wet locations.

Health and safety guidelines should address not just physical harm but also psychosocial risks,
work-related stress, and mental health issues. Factors like high work demands, job insecurity,
effort-reward imbalance, and low autonomy can contribute to these health-related behavioral
risks.

3. Whistle-blowing or social media rants

Using social media has become widespread, making employees' online conduct a critical
consideration in their employment status. Punishing employees for inappropriate social media
posts raises ethical concerns, as negative posts can affect how employees are treated. When an
employee's social media posts result in a loss of business or give the organisation a negative
reputation, you may decide to fire them.

Specifying inappropriate social media behaviour in company policies helps employees know
what to avoid. As an HR professional or manager, you cannot penalise employees who whistle-
blow to regulators or highlight workplace violations online, unless it harms the company's
business.

4. Ethics in accounting practices

Laws require organisations to maintain accurate bookkeeping practices. Unethical accounting

practices are a serious issue, especially for publicly traded companies. The legislation specifies
financial report requirements aimed at protecting shareholders and consumers. All organisations
have to keep accurate financial records and pay taxes to attract investment and business partners
regardless of the size of the company.

5. Corporate espionage and nondisclosure

Many organisations are at risk that current and former employees may steal information, such as
client data, for use by competitors. Stealing an organisation's intellectual property or illegally
distributing private client information constitutes corporate espionage. This is why it can be
helpful to require mandatory nondisclosure agreements.

As an HR professional or manager, you may also wish to set strict financial penalties for
violations to discourage these types of ethical violations.

6. Technology and privacy practices

Developments in an organisation's technological security capabilities may pose privacy concerns

for both employees and clients. You can monitor employees' activity on their work computers
and devices provided by the company. As a manager, you can use this method of electronic
surveillance to ensure productivity and efficiency if it doesn't violate the employee's privacy.

Electronic surveillance, such as monitoring internet use and keystrokes, should be conducted
transparently with employees. To avoid ethical issues, it’s important to clearly communicate the
benefits of the surveillance system to all staff.

7. Nepotism or favouritism

As a hiring manager or HR professional, you may want to employ an acquaintance or family

member because of your connection to them. Even if you adhere to recruitment policies to ensure
a fair process, some employees may still consider this as nepotism or favouritism.

Favouritism occurs when managers treat some employees better than others for no professional
reason. This can reduce productivity and job satisfaction in other employees, which may
negatively impact the entire organisation.

8. Environmental responsibility

Many organisations are increasing corporate social responsibility activities. You can help create
policies that ensure the organisation you work for acts in a responsible way towards employees,
the community and the environment.

If you work for a large company in the oil or farming sectors, you have a more significant
corporate social responsibility because of the organisation's significant impact on the
environment. If you work for a smaller organisation, you may wish to reduce the company's
impact on air and water quality.