Comments on: The Hazards of Leading Culture Change

By: Sunday News Round-Up, Sunburn Edition « Women's Health News

Sunday News Round-Up, Sunburn Edition « Women's Health News — Sun, 27 Feb 2011 17:34:50 +0000

[...] Via fellow librarian Bobbie Newman, I learned of this piece, “The Hazards of Leading Culture Change” (click on the download link for the PDF). It’s kind of oriented toward businesses/organizations instead of movements/activism, but there were a few points I thought were relevant: “When you are up to your backside in alligators,” goes the oft-quoted line, “it is hard to remember you were there to drain the swamp.” Organizations under pressure are fraught with alligators-those seemingly never ceasing crises that keep leaders up at night. But, if all the energy goes into simply fighting alligators, there will always be alligators. Culture change is about focusing on source, not symptom—cause, not contest. the illusion of advancement is far worse than none at all Three turtles sat on a log in the edge of the swamp. One decided to jump in. How many are now on the log? Nope, there are still three. Deciding and doing are not the same thing. Culture change is hard work and requires enormous patience. Many leaders are by nature impatient people who think results can be produced with the snap of a finger and completed by the end of the week. Culture change takes a long time because it is complex and disruptive. Culture change involves unlearning old habits and acquiring new ways of thinking and behaving. [...]

By: Bobbi Newman

Bobbi Newman — Thu, 24 Feb 2011 15:53:11 +0000

Great addition and point Roy, sometimes inaction speaks louder than action.

I’ve love to get a drink and hear your story

By: Roy Tennant

Roy Tennant — Wed, 23 Feb 2011 16:18:33 +0000

Another one that I would add — not making a decision is itself a decision. That is, uncertainty and doubt can prevent needed action. Look at Hamlet, for example. I have my own story about learning this lesson personally (and painfully) one day on the Stanislaus River. Maybe one day I can buy you a drink and tell it to you.

By: bibliotecaetsit

bibliotecaetsit — Thu, 12 Aug 2010 15:26:55 +0000

RT @librarianbyday: The Hazards of Leading Culture Change http://librarianbyday.net/2009/08/the-ha…

By: Readex

Readex — Thu, 12 Aug 2010 13:47:25 +0000

RT @librarianbyday: The Hazards of Leading Culture Change http://librarianbyday.net/2009/08/the-ha…

By: cmrsalmon

cmrsalmon — Thu, 12 Aug 2010 11:34:54 +0000

The notion of “culture change” always puts me in mind of the French Revolution. I don’t mean to be hyperbolic, but there’s a sense of militancy disguised as clear thinking embedded in the idea that can be quite destructive when practiced. The reason “old ways can die hard” is primarily because it’s written into our nature to often fear and/or resent change.

In my experience it is better to steer than to forcibly change. It may take longer, but the process requires less anxious tweaking, and the results are far more stable.

By: blowoutcomb

blowoutcomb — Thu, 12 Aug 2010 11:29:14 +0000

RT @librarianbyday: The Hazards of Leading Culture Change http://librarianbyday.net/2009/08/the-ha…

By: Control is an Illusion You Need to Let Go | Librarian by Day

Control is an Illusion You Need to Let Go | Librarian by Day — Wed, 02 Dec 2009 15:41:10 +0000

[...] desire for control comes from fear. Fear of change, of the unknown, of doing things differently, of a situation not created by us, of taking risks. It [...]

By: Bobbi Newman

Bobbi Newman — Thu, 20 Aug 2009 18:08:59 +0000

You’re right Winnie, walking the talk is incredibly important from upper management. Its important that staff feel they are understood and supported.

By: Winnie

Winnie — Wed, 19 Aug 2009 00:45:10 +0000

This is a very good manifesto. One of the nuggets you missed was walking the talk. I am with an organisation which is restructuring. The decree has come from national office and we were given targets to meet but had some choices as to how the local restructuring happened. We are the first region to implement change. Why? Our fearless leader spoke to every person concerned personally and addressed their fears. She is now leading the way, supporting everyone in the way they need supporting and attending training herself showing that everyone is in the same boat.