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he Tangata model 2

Image submitted by rob on Fri, 2009/10/02 - 10:02. [nid:29]
he Tangata model 2

Comments

Interesting...

Submitted by Visitor on Tue, 2009/10/13 - 21:33.

This is an interesting model. It appears to be a composite of individual measures (personality types), organisational constructs (climate & culture), outcomes (performance) and factors (feedback etc).

I wonder how it all hangs together? In a century of study organizational researchers have not quite produced a general theory of the workplace, mainly because the complexity is so overwhelming.

That's why this is particularly fascinating...

mishmash?

Submitted by rob on Tue, 2009/10/27 - 09:15.

Is that a polite way of saying what a mishmash? :)

I want to come up with a model that guides us in all areas to pay attention to in cultural change, how they inter-relate and how to address them, what levers to pull. Not asking much :)

Not as such...

Submitted by Visitor on Tue, 2009/11/17 - 21:24.

Hey Rob,

I do like what you're trying to do. Firstly you're right - people are the issue. However I do rail against the much mis-used term "cultural change". Measuring culture is incredibly difficult, changing it even more so (how many times have you encountered a cultural change program where culture is measured at point one, and then assessed again after the transformation?). Culture is a slippery and deep construct and even the leading thikers in this area warn against entering into change programmes lightly.

I'm an occupational psychologist (and ex ITSM practitioner) I'd love to discuss these issues with you, but for the moment, perhaps I can refer you to my blog http://psychitsm.blogspot.com and company website http://www.fairday.co.uk.

Cheers

Peter

is there a better term than "cultural change"?

Submitted by rob on Wed, 2009/11/18 - 22:37.

I too have been uncomfortable with the term "cultural change" of late. but it is widely used and accepted. is there a better term? needs to describe the fact that what we are trying to change is attitudes and behaviour - the nature of the organisation - not just processes and technologies

I think one needs to bear in mind that what we in IT are talking about is generally "incremental cultural change" - we aren't talking about the wholesale transformations occasionally attempted (and even more occasionally achieved) by new CEOs

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