Culture Change Workbook

1. Culture Change Workbook World Conference

2. Reflections The first step to changing culture is to become aware of it. To dial into your organization’s unique culture, ask yourself: What would happen in my organization that wouldn’t happen anywhere else? Share your example with your group. Culture is to humans, what water is to fish

3. What is Culture? The grandfather of organizational culture is Edgar Schein. He defines culture as “a pattern of shared basic assumptions learned by a group as it solves its problems of external adaptation and internal integration. It’s a product of joint learning”. Schein identifies 3 levels of culture: “Culture is the way we do things around here.” - John Kotter Artefacts (symbols, icons, organizational structures, sources of meaning) Beliefs & Values (what we stand for, our strategies and goals) Basic Underlying Assumptions (unconscious beliefs, what’s taken for granted)

4. Identify Your Culture Change Goal Thinking about your organization’s change agenda, clarify the specific elements of culture that you want to affect:

5. Solutions Through Culture “We can’t be creative if we refuse to be confused. Change always starts with confusion. Great ideas and inventions miraculously appear in the space of not knowing.” - Margaret Wheatley While we often see organizational culture as the problem we’re trying to fix, it’s often more effective to think about culture as the key to unlocking solutions. Thinking about your organizational culture, how can it be a source of solutions to advance your goals? Desired Mindset Desired Behaviours E.g. Develop a communications campaign to connect the electronic record to the value of quality patient care E.g. Use the electronic medical record Your Organization’s Culture Actions/Solutions E.g. Artefacts, Beliefs & Values, Basic Underlying Assumptions E.g. We are one team united for quality patient care

6. Tapping Into Social Proof Consider ways that you can tap into social proof– that is, connect your culture change to naturally occurring relationships/networks. Think about how teams can demonstrate that the change is working for them, so that these ideas and behaviours become “contagious” and spread among peer groups.