As leaders, managers, consultants and members of organisations we are in the process of learning what it means to be participants in an organisation when none of us has the capacity to unilaterally control it. Abandoning our position as detached actors, as objective onlookers, as architects and systems designers, we are forced to re-visit fundamental questions concerning the nature and processes of organisational change and to rethink our agency in these processes.This in a nutshell is the simple but profound significant premise at the heart of this book (Adrian McLean, 2013).
Adrian McLean began his career as an academic and continues to be a member of the School of Management in the University of Bath. He now works as a consultant helping “members of organisations find ways of responding to the seemingly incessant pressure to change, to adapt to the ceaselessly shifting contexts in which all organisations, whether commercial or otherwise, find themselves”. Using Chaucer's Canterbury Tales as his framework for structuring this book he articulates a number of “weavers” tales’ through which he shares a range of practical and strategic options for those desire, or are required, to promote a change in culture. He draws on various academic theories, particularly anthropology and semiotics, and provides copious examples of cultural change drawn from a wide variety of organisations to provide a broad insight into the complexities of culture in organisations.
Structured into ten chapters this book takes the reader on a journey through substantial theory and practical case studies combining the author's academic and consulting expertise:
Chapter 1 provides an overview of the author's argument (as summarised in the quotation at the beginning of this review) and a definition of terms relating to culture in the context of corporate organisations;
Chapter 2 explores the concept of culture, drawing on ideas from anthropology and presenting the image of culture as a web;
Chapter 3 considers the idea that culture is conveyed, carried and transmitted via the agency of both high and low profile symbols;
Chapter 4 develops the idea of culture as webs of signification and explores the paradoxical view that while leaders and managers cannot directly control or direct how others interpret events they equally cannot avoid participating in the processes by which these interpretive webs, or frameworks, are formed;
Chapter 5 uses four case studies to illustrate the principles and practices of cultural weaving and considers the processes through which new meanings emerge;
Chapter 6 explores the challenges and conditions that enable to formation of new understandings and cultural webs using the case study of a newly merged company;
Chapter 7 again uses four case studies to demonstrate how hidden understandings can lead to repetitive patterns of behaviour and constrain the thoughts and actions of those involved;
Chapter 8 describes principles and methods for revealing cultural misunderstandings;
Chapter 9 draws together the themes found in the stories told and develops the notion of culture as a web of signification; and
Chapter 10 summarises the implications of the ideas explored for senior leaders who are required to affect a shift in the underlying beliefs and practices of their organisations by changing the culture.
Adrian's style is essentially conversational, comprehensively underpinned with theories and illustrated with a broad range of case studies, anecdotes and stories from organisations as diverse as Wrekin Borough Council, Nokia and the Inner London Magistrates’ Courts Service. The opening chapter sets the tone for the book and is immediately engaging with the tale of a new chief executive who is given three envelopes with short messages of advice from his predecessor, to be opened as and when he feels appropriate. Not wishing to reveal the punchline I can tell you this story is both entertaining and enlightening with a cautionary message for all those who seek to engage in cultural change.
Thought provoking, engaging and challenging this book is a satisfying read for anyone involved in organisational culture. Adrian provides a comprehensive background on academic theories relating to the topic and each chapter is supported with detailed references. The case studies provide a candid insight into his consulting experiences through which he shares both his analysis and evaluation of the issues encountered and the methodologies used. There are practical things for the reader to use as well as theories to explore. At one point Adrian confesses that he is tempted to apologise for the academic tone of the first three chapters, but urges readers not to skip to the more practical chapters as good theory is essential for understanding a subject as elusive as organisational culture and there really is no short cut! I concur that this is not a quick read and there are some parts which require concentration on the part of the reader – this is a book to be savoured and revisited as the content is rich and satisfying.
Adrian finishes where he started with the tale of the new chief executive and the three envelopes, only this time he tells us what his advice would be in the third envelope – but no spoilers, if you want to find out you will have to read the book yourself!
