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| The Culture-Climate Change Cycle is a dynamic process. Drawing from complexity science and chaos theory, it shows that organizational life is NEVER static. Cultures, systems, climates and actions are constantly evolving, shifting and being affected by external environments with some points in the cycle moving faster than others. For example, actions can change quickly and can soon affect the climate which is connected to the systems and structures that take longer to change. Culture, on the other hand, is also constantly changing but the process is slow and ponderous within the change cycle. It transforms successfully when there are direct linkages between actions, climate, and system changes and the deeply embedded values, traditions, and beliefs of the organization. However at other times, systems may fail to keep up with cultural changes. |
| By Eli Sopow PhD My Culture-Climate Change Cycle explains everything from why markets are crashing in the United States and the chaos in the Middle East to why your organization is struggling to fulfill its sense of purpose. First, the nature of organizational culture with both hereditary and developmental factors plays a huge role in shaping what six key systems of leadership and management look like. Organizational systems in turn directly determine the state of the organizational climate (the here and now). It is within the day-to-day climate where measures of engagement, leadership and trust can be taken. Everyday actions, what your organization actually does, is a product of the workplace climate. Included here are how expected and effective those actions are, and how supported they are by both employees and your customer-client- stakeholder base. But organizational systems may end up getting so stuck in patterns of behaviour— and worse—protectionism—that important changes in the culture such as accountability and demographic needs may not be getting through. And so the climate starts getting very stormy. In addition there’s no point in making climate changes such as introducing new leadership or communication ideas unless you embed those changes in the system structure—especially in accountability measures. |
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