The system is perfectly designed to produce the results it produces (Adam Kahane).

If we want different results, from individuals or groups, we will have to also look at the systems within which people are working. Changing the culture of an organization is experienced by many as trying to manipulate a stubborn, unwilling material: culture change as a slow, painful process that meets with intractable resistance from employees…

Without underestimating the complexity of such change processes, HumanDimensions believes that many culture change processes go wrong because they are initiated on the basis of incorrect assumptions about what culture is and how you can change a culture. Often, too much attention is devoted to the systems and processes, while the real change is about behavioural change.

An effective culture change needs a clear strategy, translated into behavior. The patterns of behavior are central to our approach, from the analysis right up to implementation: who does what, why and how does the system maintain this behavior. Resulting in a sustainable change in behavior that serves the goals of the organization.

Jitske Kramer is Associate Practice with the internationale ViralChange™ netwerk. And fellow of the Oxford Leadership Academy.