Organization Culture Change Quotes & Sayings

An error in the doctrine of God will have inevitable consequences in the sphere of action, of moral behaviour, of the polity of the Church, and of basic culture and social organization. A change in the doctrine of the Trinity in either of these directions cannot help but have political consequences.

Farrell, commenting on Nazianzen's connection between Trinity and Holy Monarchy — Joseph P. Farrell

The fastest way to change the feedback culture in an organization is for the leaders to become better receivers. — Sheila Heen

If I can impact an executive and his or her team, I can help to change the culture of an organization. — Srikumar Rao

If you want to change the culture, you will have to start by changing the organization. — Mary Douglas

I knew the kind of culture we needed to create and I defined it for the team. The seven responsibilities everyone had were to: Have fun, work hard, and enjoy the journey. Show respect for every person you have contact with in the organization. Put the team first. Successful teams have teammates that are unselfish and willing to put their individual goals behind the team's goals. Do your job. It is defined, but you must always be prepared for it to change (especially if you're a player). Appropriately handle victory and defeat, adulation and humiliation. Do not get too high in victory or too low in defeat. Be the same person every day. Understand that all organizational decisions aim to make the team better, stronger, and more efficient. Have a positive attitude. Use positive language (both verbal and body language). — Jon Gordon

Successful change can only come in the context of a clear understanding of what may never change, what the organization stands for. This is what Peter Drucker calls the organization's culture. Culture, as he uses the term, is that which cannot, will not, and must not change. We talk a lot about changing corporate culture, as though it were just another parameter of the organization, like an SIC code or address. But Drucker would have us look at culture entirely differently, as the bedrock upon which any constructive change will have to rest. If nothing is declared unchangeable, then the organization will resist all change. When there is no defining vision, the only way the organization can define itself is its stasis. Like the human creature that fights wildly to resist changing whatever it considers its identity, the corporate organism without vision will hold on to stasis as its only meaningful definition of self. — Tom DeMarco

... the invention of the mechanical clock in medieval Europe. This was one of the great inventions in this history of mankind -- not in a class with fire and the wheel, but comparable to movable type in its revolutionary implications for cultural values, technological change, social and political organization, and personality. — David S. Landes

Improve performance through process improvements introduced with minimal resistance. Deliver with high quality. Deliver a predictable lead time by controlling the quantity of work-in-progress. Give team members a better life through an improved work/life balance. Provide slack in the system by balancing demand against throughput. Provide a simple prioritization mechanism that delays commitment and keeps options open. Provide a transparent scheme for seeing improvement opportunities, thereby enabling change to a more collaborative culture that encourages continuous improvement. Strive for a process that enables predictable results, business agility, good governance, and the development of what the Software Engineering Institute calls a high-maturity organization. — David J. Anderson

Those who disrupt their industries change consumer behavior, alter economics, and transform lives. — Heather Simmons