There are several efficient and commonly accepted models used to approach changing organizational culture. Some theories used for this research include John Kotter’s leading change model, the configuration model of organizational culture, and Schein’s model of organizational culture (Sittrop & Crosthwaite, 2021). A change initiative that can be analyzed in relation to these models is the introduction of environmental sustainability principles in the workplace. It is extremely important to implement this organizational change in as many institutions as possible because it will encourage employees to make environmental sustainability practices an integral part of their daily lives.
An implementation plan for this change initiative would consist of several stages, and each of them would include a number of steps. The preparation stage of the process could include:
- defining the goals of the initiative,
- identifying desired behaviors and values;
- analyzing the culture in the organization,
- updating workplace equipment and devices, and
- establishing specific guidelines.
In turn, the implementation stage would include:
- discussing the importance of environmental sustainability with employees,
- providing employees with sustainable office supplies and eco-friendly devices, and
- organizing a corporate recycling program (Russell & Ashkanasy, 2021).
Finally, the maintenance stage of the change would consist of:
- regularly providing employees with recommendations on sustainable behaviors,
- arranging regular events and activities on environmental sustainability, and
- fostering an organizational culture of environmental sustainability.
Anchoring change to organizational culture is essential because it allows the organization to develop, adapt to the changing environment, and manage the challenges it faces. The favorable culture within the organization makes it possible to implement positive long-term changes. If an organization fails to anchor desired changes to its culture, it risks staying behind its competitors and eventually losing the trust of its employees, as well as clients or customers.
Russell, S. V., & Ashkanasy, N. M. (2021). Pulling on heartstrings: Three studies of the effectiveness of emotionally framed communication to encourage workplace pro-environmental behavior. Sustainability, 13(18), 10161. Web.
Sittrop, D., & Crosthwaite, C. (2021). Minimising Risk—The application of Kotter’s change management model on customer relationship management systems: A case study. Journal of Risk and Financial Management, 14(10), 496. Web.