You can change an organisation to adopt a new culture changing people in organisations to be cultural architects and you can create whole systems change through culture.

We know that this is achievable as we watch social influencers, technology companies and people adopting their latest craze and we see transforming communities across the world. They use technology, phones and self driving cars. We have a computers on our wrist and wecommunicate virtually.

So transformation is possible, happens and is achievable.

So why has changing organisational culture been so challenging.

Many of these blogs explore why we have found change so challenging.

We have put systems, policies and processes in place, hoping these will enable us to implement change however change is about people, with a shared mission not rules.

What are the first steps?

To create a different culture, we need to share a common vision. This vision needs to make sense and be logical. Even where individuals, are sceptical, they can be followers and build the foundations as a legacy for the future.

The flip side of leadership is followership.  It stands to reason that if leadership is important, followership must have something to do with it too.  But curiously, followership is not spoken about and will be negatively framed as ‘sheep’ and ‘being easily led’.

Followership is the ability to take direction well, to get in line behind a plan, to be part of a team and to deliver on what is expected of you. 

Good followers have a number of qualities:

• Judgement

Followers have an underlying obligation to follow only when the direction is ethical and proper.

• Work ethic, competency and being a team player

Followers are diligent, motivated, committed, pay attention to detail and make the effort to participate.

• Courage

Good leaders are grateful for constructive feedback and followers need to have the courage to be honest and share wisdom and experience

We need to understand how to include, not exclude individuals, and create a momentum of change which embraces followship alongside leadership.

Using this strategy of enabling people to step back and see the wider picture, identifying threads and relationships, a new common vision, goals and behaviours can be achieved with shared understanding.

Do not underestimate the dynamic of Power

Power lies at the heart of change and understanding where power is held or who is experiencing marginalisation is critical to success.

Power in organisations is often captured through professional identity or department identity but can be economic, political, social, cultural or symbolic. People’s experiences of power depends on their identities, related to age, gender, race, class, ethnicity, religion, sexual orientation or disability status.

A common conception of power is control over others, having authority and control over individuals, groups or institutions which can be backed up by action – often loss of a job.

Visible power is when decision making is observable and leads to formal and recognisable rules, laws, structures and procedures.

Resistance is a form of power often influencing of the agenda from behind the scenes.

However, power is subtler and can be positive.

• Collective Power is the strength and capacity gained from joining others in working towards a common goal.

• Power within is personal self-confidence and role modelling can be a form of power.

• The norms, values, attitudes, beliefs and ideology that shape a person’s way of thinking can influence decisions and form a powerful opportunity.

So looking into the organisation to identify how power can be understood and utilised to create a positive optimising effect is important.

What is Needed to Build a New Culture across Systems?

To create whole system transformation, organisations need to share a common vision, role model successful application and create win:win changes recognising the value we all bring to the whole community.

We can create powerful workforces to drive change and role model improvement.

Finding Inspiration in a Journey

With cultural change, embrace the journey and focus on making small, incremental steps and work closely with your workforce to create a movement of change.

Even when you are struggling, walking creates a pathway of footsteps and others can follow.