2.3.5. Cultural Change
Cultural change interventions refer to changes in assumptions, values, beliefs and ideologies that define an organisation’s view of itself, its effectiveness and its environment. Organisational culture consists of informal norms or mental models (deeply ingrained images/assumptions of ourselves, others or institutions) that support or hinder diversity
Cultural change interventions may involve carrying out regular audits that analyse how new members are socialised, how organisations respond to critical incidents, and an analysis of physical layout (artefacts, symbols, rites, rituals, values, beliefs and stories). These audits are then followed with recommendations for corrective actions (Chung, 1997) and the formation of support/affinity/interest groups which meet to share challenges and solutions (Chesler, 1994)
Generally, the goal of cultural change is to introduce tolerance to ambiguity, acceptance of a wide range of work styles, and encouragement of diversity in thoughts, practices and actions (Ragins, 1995).
The following guideline questions may be used when introducing cultural change in an organisation:
- What solutions would address cultural change related to gender and social inclusion in an organisation or workplace?
- How would these solutions differ based on the type of culture within an organisation?
- Are there combinations of cultures that exist at the same time in different places?
- Are some cultures more receptive to change in relation to gender and social inclusion?
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