Designing effective change interventions: the 4C model of organizational culture
Designing effective change interventions: the 4C model of organizational culture
Sabjanyi L. Organisations & People: Successful Development (UK), November 2006, Vol. 13 No. 4, Start page: 9 (8 pages)
Purpose – To explain the 4C model of organizational culture aimed at making change initiatives more successful. Design/methodology/approach –Suggests that organizational change initiatives can only be successful,long-term, if they shift individual realities towards the corporate ideal. Reports on the development (in-depth study involving 176 executives from 20 European organizations) and implementation of the 4C model of organizational culture; describes how it, among other things, attempts to ascertain the power relationships within an organization and to determine what type of cultural shift would be preferable and feasible. Describes the dimensions of the 4C model, comprising of three main types of power relationship; identifies the two core dimensions of organizational culture; puts forward the four building blocks(compliant, challenging, competitive and collaborative) that are vital for organizations to operate effectively; tests the validity and usability of the model; puts forward the seven steps considered essential for implementing the 4C model in an organization. Originality/value – Explains the dimensions of the 4C model of organizational culture.Reference: 35BB080
Keywords: Change management, Organizational culture, Organizational change
