The dialogic qualitative approach to assessment is based on three crucial premises:
Defining change targets does not tell the change leader what might be involved in the implementation of the change process itself. Will the cultural elements of the culture we have, the culture we have built, and the culture that is present today, help or hinder “the new way of working” that the change goals define? With the targets clearly in mind, the assessment process has to answer this fundamental question.
The change process does not begin at cultural ground zero; the organization has built a culture whose basic assumptions, its DNA, are the source of its success. The organization has probably also built up cultural elements that are now perceived to be a source of the problems that the change process is supposed to “fix.”
Because of the inevitable differentiation into various subcultures, it is likely that there are conflicts and tensions within the different units of the organization ...