Building a Culture of Distinction is an organizational change
management program. This Facilitator Guide is designed for those
individuals who will be leading the program. This book provides a
comprehensive, step-by-step process to define and shape your
organizational culture and manage organizational change.
This program addresses many of the challenges an organization
faces that can threaten its success and its bottom line. For
example: Have you lost key talent? Do your employees seem stressed
and unhappy at work? Are employees neither united by values nor
vision? Is the organization growing fast but losing focus? Does
your organization need a new direction? Is your organization
experiencing a merger or acquisition? Is your strategic planning
disconnected from the culture that must support it? Is change
needed but no one has a process to make it stick?
This Facilitator Guide provides activities and tools to build a
culture of distinction. The process has a four-phased cycle. In
Phase 1, you will facilitate a Core Culture Assessment where all
employees participate in defining the organization s Core Culture.
In Phase 2, you will facilitate a Core Culture Alignment Audit
where employees will identity the degree of alignment of the
Practices and Projections with the Core Culture, and they will make
recommendations to increase alignment. In Phase 3, you will guide
the development of a Core Culture Alignment Plan and set measures
to monitor change. Finally, in Phase 4, employees will execute and
monitor the plan, tracking measures to ensure progress in
implementing change.
This Facilitator Guide is divided into two sections. Section A:
Planning the Program includes materials to guide the facilitator in
planning the implementation of this culture and change management
program. This section includes background information, definitions,
suggestions on when to use this program, an explanation of the
program cycle, a review of the implementation steps, a worksheet
tool, and sample questions for interviews, open-ended surveys and
focus groups. Section B: Conducting the Program has the same
content as the companion workbook Building a Culture of
Distinction: Participant Workbook for Defining Organizational
Culture and Managing Change. The only difference is the inclusion
of Facilitator Notes inserted in the side margins to guide you in
implementing the program. Section B provides information,
activities, tools and techniques to define and shape your
organizational culture, audit it for alignment with your workplace
Practices and Projections, and create and implement a plan to live
the Core Culture principles that will generate success. Some
activities work best in a group setting. Others can be completed
individually. Adapt the program to fit your needs.
To support program implementation, there is the Building a
Culture of Distinction: Participant Workbook for Defining
Organizational Culture and Managing Change. This workbook is for
employees who take part in the Building a Culture of Distinction
Program. An additional resource is the book There Is No Place Like
Work, an ideal reading assignment for employees to jumpstart the
learning process.
Begin Building a Culture of Distinction in your organization.
Lead the process to craft your organization's culture and
facilitate change. Use culture to drive your organization's
success.
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