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Changing People and Culture
All successful changes involve changes in people and culture as well. Changes in people and culture pertain to how employees think—changes in mind-set. People change concerns just a few employees, such as sending a handful of middle managers to a training course to improve their leadership skills. Culture change pertains to the organization as a whole, such as when the Internal Revenue Service (IRS) shifted its basic mind-set from an orga- nization focused on collection and compliance to one dedicated to informing, educating, and serving customers (i.e., taxpayers).82 Large-scale culture change is not easy. Indeed, managers routinely report that changing people and culture is their most difficult job.83 Consider the situation at GM.
Two specific tools that managers at GM and other companies can use to smooth the culture change process are training and development programs and organization development (OD).