Part IV. How Leaders Can Manage Culture Change
In Part IV, we turn to the difficult question of how to change culture when the normal evolutionary processes are not working or are too slow. Chapter Seventeen provides a general model of "managed change" that needs to be understood by leaders when they function as "change agents" whether or not culture change is the primary issue. Then in Chapter Eighteen, I lay out a focused process of culture assessment that should be used in the context of change programs. In Chapter Nineteen, I describe a number of cases that illustrate culture assessment and its role in change programs, including a detailed analysis of the Ciba-Geigy major change effort.
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