O que você faz se seus funcionários são resistentes a uma iniciativa de mudança de cultura e precisam de orientação?

The primary reason for culture change is the resistance. Culture is created by the bottom of the iceberg. Upbringing, ethnic belief, ecosystem in primitive years and the team scenarios - it is a collective reflection. So, create an open , non judgemental space to listen from the members on their resistance. Do not try to teach or prove at this phase

In my experience, some of the key questions that should be asked and answered are: 1. Willingness: is there a lack of willingness to change? If so, what are the reasons, i.e. reservations, fears, criticisms? 2. Skills: is the lack of willingness to change due to a lack of skills? Do the employees have all the skills required for the change? Do they need further training? 3. Common understanding: is it clear to employees what is expected of them? Does everyone know the change story („reason why“) and have the same understanding of the direction the team should take? Change requires empathy, understanding, support and a shared vision.

Resistance often sprouts where confusion reigns. Clarify roles, streamline workflows, and ensure everyone's voice is heard (and they feel safe in sharing it). Remember, a team that knows where it's heading (and how to get there) is a team that thrives. Let's turn those workplace groans into growth zones!

Culture is an emergent property of an organization. It’s a result of organizational interaction within, and with the external environment. People have different change postures from totally open and ready, to completely closed and even resistant. To guide resistant colleagues, be the change you want to see. Model new behaviors and give others the opportunity to share their concerns. Discuss them without judgment. Hear them and validate them! Almost no change worth making ever happened completely easily.

I find that resistance to culture change is often due to three causes. First, your employees don't understand the change or don't feel the "danger of standing still." They are looking for clarity. Second, your employees don't believe in the change. The are looking for a voice in it and a chance to shape it. Lastly, they lack the competence or confidence that they can be successful in the change. They are looking for capability and support so they can stretch to a new place.

A healthy culture change initiative should leave room for concerns, and even resistance, treating these as opportunities for deeper engagement rather than threats to the change process. Although important, overemphasizing consistency may stifle dialogue. There needs to be a balance between presenting a united vision and fostering an environment where employees feel safe to express doubts and propose alternatives. Also, yes communicating vision is important. However, change management is should not be mistaken as a top-down process. In reality, engaging employees at all levels in the conversation and decision-making process can even unearth approaches to implementing change that leadership might not have considered.

Spot-on about the need for clear communication on cultural shifts. I've often seen how fractured communication between departments can muddy the waters, leading to confusion and resistance. It's crucial that all departments share a unified message about the 'what' and 'why' of changes. This unity helps everyone grasp the bigger picture and their role in it, easing the fear of the unknown and fostering a sense of purpose. To truly embed a new culture, our messaging must be consistent, clear, and encompass all areas of the organization, bridging any gaps and aligning our collective efforts towards the shared vision.

Painting a very clear picture of where you want to be, and why is crucial to any change you want to implement. Resistance often comes when it is not clear why change is happening or what success looks like. Get clear on this, keep communicating it and take the time to explain the why often. When people can see themselves in the future state, they will galvanize others to get there.

Navigating a cultural shift requires smart support strategies. Think beyond traditional training; offer a variety of formats (online, in-person, hybrid) to cater to everyone's needs. Craft mentorship programs that cross conventional boundaries, linking different departments and levels, to spark innovation and foster inclusivity. This approach not only equips everyone for the new culture but also demonstrates a commitment to diverse and dynamic growth, ensuring the transition is as seamless as it is successful.

We might benefit from a broader view of what support can look like. For instance, psychological safety and well-being support are crucial, especially when navigating the uncertainties of change. Providing access to mental health resources, stress management workshops, and creating spaces where employees can discuss their anxieties about the change process could further reduce resistance. Also, culture change initiatives must be sensitive to the nuances of different backgrounds, beliefs, and values. The article could have highlighted the importance of considering cultural diversity in planning and implementing change. This includes understanding how the proposed changes might be perceived by different groups within the organization.

Leading by example isn't just influential; it's transformative. By embodying the change you seek, you're not just setting the bar; you're living it. Show your journey, warts and all, to illustrate openness and adaptability. And remember, true leadership often means stepping back, enabling others to step up. This not only cements collaboration but also proves that the shift in culture is a collective stride forward, with everyone, leadership included, evolving together.

This is by far the most important point… If the team is not able to follow the change, it doesn‘t mean, that they do not have the competence to do so. But most important, they always need an example to follow. So if you‘re leading this team: be the example! And second, listen! This will get you the best advice on where to focus while leading by example!

This and clearly communicating the values and expectations of the organization are most important. Just telling people how to behave will not work. Leaders have to lead by example. Unfortunately that works in both a positive and sometimes negative way. If leaders are not bought into the values of the organization cracks will appear and people will be come disengaged. It also explain why a change of leadership can quickly change an organization's culture.

The issue, as others have highlighted is that culture is something that exists and not an initiative. If as a result of effective diagnosis a shift in culture is required it is a complex issue often without direct causal relationships. however at the start of any culture is the collective purpose. It this is co-produced co-owned and valued and generally drives objectives through all teams it gives a solid foundation to build on. It gives the foundation for consistent leadership messaging and modelling, it can give the foundation for great psychological safety and the creation of teams working collectively like a team of teams.

Create formal and informal moments for teams to gather and collaborate on how they experience the change you are driving towards. Call out what is working and what feels hard. Dig in, do the work, address the challenges, celebrate and embed the successes. People will give their viewpoint during change, and will continue to do so if they see action being taken from their input. Create the moment and then take action on what is shared.

If you are working on a large scale transformation, often the progress can be slow to start, and teams can get discouraged. Take time to celebrate when something has gone well or better still, it's become a habit. Make a point of pointing out where it's happening, who is responsible and why it's important. Realistic, positive reenforcement is key.

This question indicates the cultural change initiative was not appropriately designed and is being imposed from above. It is a question that should never be asked! Culture change must be a holistic change by first getting input from EVERYONE. That is because all personnel are the stakeholders. No competent change manager would start a project without determining who the stakeholders are! Cultural change must be done with an assessment of the current culture and desired future culture by surveying everyone. I agree with Robin Benoit, except that an initiative can change culture. Edgar Schein & Melissa Daimler have already said so.

I'm a little confused by this article. Any time I see "culture change initiative," I wince. Culture isn't something you change with an initiative and you can't just direct people to embody the culture you aspire to have. Culture change is a long and arduous process that requires thoughtful intentionality. I agree with some comments on communication and leadership, but "what" you communicate is ultimately what matters. And you need leadership to actually demonstrate behaviors that reinforce the culture; and then reinforce the desired culture with incentives for those who demonstrate those behaviors. This article doesn't seem to get into any real world direction or demonstrate understanding of what a company culture really is.

First, I agree with @Robin Benoit. An "initiative" for culture change is not the way forward! Also, consider the reasons they may be resisting any sort of intervention you are planning. Ask them what the issues are and what they think you should do about them. Are you communicating effectively? There are many areas to consider - the first being, why are you even doing this? And are you seeking a quick win?? Because that wont happen with a 'culture change' anything!

Build adaptability!! Culture change is a huge term in itself and a long drawn process, so putting in efforts to change a culture should be after enough thought through around it. Rather it would be easier to equip people to adapt to different cultures and work as a cohesive team to achieve the common goal/objective It calls for empathy and acceptance to others way of doing things and perspectives and reaching a common ground Avenues to openly express discomforts and at the same time non negotiables are a good way of understanding each other At the end of the day, it’s a diverse team that can get better and colourful results by accommodating and understanding each other’s perspectives.