During transformational change the organization’s culture is either supporting or blocking the implementation of change (Ackerman-Anderson & Anderson, 2018).
Ensuring the success of a large transformational change, organizations and change agents need to understand the culture of an organization. Understanding the values and normative behaviour in an organization can give the change agent foundations that can help change be accepted and implemented.
Change agents sometimes must first change a culture in an organization to ensure a large transformational change will be successfully implemented. Large organizational changes are often the most difficult for employees to accept and if the organization aligns values that create attitudes that are more receptive to change the implementation will be accepted more readily. Changing organizational culture into a change-making culture can be critical in achieving large-scale changes, (Celep, Brenner, & Mosher-Williams, 2016). Cultural incongruence frequently requires an organizational cultural change before large transformational changes can be implemented as the difference in values and goals between employees can lead to resistance of change (Davis & Cates, 2018).
Aligning the organizational values to ensure transparency and create cultural norms that reflect the values and daily behaviours of organization culture that is best equipped to handle large organizational change in one of the first steps a change agent needs to implement if the culture is not receptive to change.
Culture not ready for change
Transformational Leader
A Culture ready for a Large Transformational Change
If Culture was a Monster; change the Monster then make the Organizational Change