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John P. Kotter, a pioneer of change management, invented the 8-Step Process for Leading Change. John P. Kotter, the Konosuke Matsushita Professor of Leadership, Emeritus, at the Harvard Business School is considered the most influential expert of change management. [29] He invented the 8-Step Process for Leading Change. It consists of eight stages:
Culture change is a term used in public policy making and in workplaces that emphasizes the influence of cultural capital on individual and community behavior. It has been sometimes called repositioning of culture, [ 1 ] which means the reconstruction of the cultural concept of a society. [ 1 ]
Prior to introducing a cultural change, a needs assessment can characterize the existing culture. This involves some mixture of employ surveys, interviews, focus groups, observation, customer surveys, and other internal research. The company must then describe the new, desired culture, and then design a change process.
Acculturation is a process of social, psychological, and cultural change that stems from the balancing of two cultures while adapting to the prevailing culture of the society. Acculturation is a process in which an individual adopts, acquires and adjusts to a new cultural environment as a result of being placed into a new culture, or when ...
Figure 1 summarizes the steps and processes involved in planned change through action research. Action research is depicted as a cyclical process of change. The cycle begins with a series of planning actions initiated by the client and the change agent working together.
Visual representation of the model [1]. The McKinsey 7S Framework is a management model developed by business consultants Robert H. Waterman, Jr. and Tom Peters (who also developed the MBWA-- "Management By Walking Around" motif, and authored In Search of Excellence) in the 1980s.
Cultural fusion theory (CFT) describes the process that people, typically immigrants, undergo when they come in contact with a new environment and culture. CFT provides an account that differs from more prominent theories of cultural adaptation, which propose models in which immigrants gradually adapt to a new culture while leaving their old culture behind.
Messages conveyed from management in an organization continually enforce current culture. Change is implicitly driven by motivation which is fueled by the recognition of the need for change. The first step towards any successful transformation effort is to convey an understanding of the necessity for change. [21]