In Chapter Sixteen, I reviewed all the ways in which culture can and does change, noting how leaders can influence these processes. However, many of the mechanisms described are either too slow or cannot be conveniently implemented. Subcultural diversity may not be sufficient, outsiders with the right new assumptions may not be available, and creating scandals or introducing new technology may not be practical. How then does a leader systematically set out to change how an organization operates, recognizing that such change may involve varying degrees of culture change?

In this chapter, I will describe a model of planned, managed change and discuss the various principles that have to be ...

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