Change the culture change the game summary

transformational вЂ“ a significant shift in the way people think and act.

A matter of degree rather than a fundamental changeвЂ¦

transitional вЂ“ incremental modifications ot exiseting patterns and consistent happy them over time.

вЂ¦an impetus to change (the input) causes one of three kinds of change (the output) to occur: 50Д«ear in mind that culture changes 1 person at a time.

Speeding up the cultural change means getting everyone to internalize the need for change and ask, вЂњWhat else can I do to demonstrate actions more consistent with A2? What else can I do to achieve R2 results. If you need a change in results, then you need a change in culture.

It bears repeating: Your culture produces your results. The act of claiming accountability for current and past results creates a powerful, positive experience for everyone in a company because it reinforced the idea that вЂњif we are responsible for where we are, we can also r responsible for where we want to to go.вЂќ44 When you effectively create accountability to achieve R2, people start to see their purposes and roles differently, defining their jobs in terms of the results they need to achieve rather than their job descriptions. Managing a culture is a process, not an event. Introduce R2 throughout the organization.вЂ¦three essential steps to implementing the first tier of the Results Pyramid and forming R2 to accelerate a change in the culture Development, A new capability or core competency.Deployment, requires large scale deployment or redeployment of people or other resources.Direction, a significant change in direction for the organization.Difficulty, more effort to achieve than past results.essential that you determine in advance if your desired results really are R2. all employees could connect the dots between their dailywork and the R2 they needed to achieve. The most compelling reason to work on your culture? Culture produces results. вЂ¦The entire organization moves away from the mistaken idea that accountability means вЂњgetting caught failingвЂќ and toward a more positive approach that empowers people to begin вЂњstarring in the solution.вЂќ 23 вЂ¦Below the Line, we become more focused on what we cannot do rather than on what we can doвЂ¦.we set our sights on the obstacles we face, not the actions we can take to get past those obstaclesвЂ¦21 Below the line is the all -too-familiar blame game or victim cycle. 17ДЄbove the line are Steps to Accountability, to See it, Own It, Solve It, and Do It. We know from long experience that the leadership team must shoulder the responsibility of shifting the culture. вЂ¦you must ask yourself an all-important question: If everyone in the organization continues to think and act in the same manner as they do today, can you expect to achieve the results you need to achieve? 17 16Д®ither you manage your culture, or it will manage you. The most effective culture is a Culture of ACCOUNTABILITY. These quotes will be useful toВ me when I review this insightful book in the future, and mayВ be of assistance to you as you consider reading the book. The notes/quotes are my major highlights through chapter 7. These are my notes, mostly quotes with page numbers from the paperback, which I used to review the book prior to giving my presentation. The authors note how mostВ leaders want to change the way people act without changing the way they think вЂ“ they seek to get compliance, not commitment involvement but not investment immediate progress, but not lasting performance.Д«elow is NOT a review of the book. In order to get вЂ“ or achieve вЂ“ significantly different results over the long run вЂ“ R2 вЂ“ a culture has to change the experiences that underlie the beliefs which underlie the actions. My Impressions: This below graphic sums up the book- C1 is current culture, E1 are current experiences in that culture which lead to B1 beliefs, which lead to A1 actions, which yield R1 results. The process takes time, patience, focused leadership and deliberate effort, that must begin at the bottom of the pyramid вЂ“ experiences вЂ“ ultimately to achieve improved results at the top. The book explains not only these four key levels of what the authors call the вЂњResults PyramidвЂќ but it also offers a process for deliberately changing the culture вЂ“ in order to get different results. Summary in 3 Sentences: Cultures are complicated and are built over time, based on shared experiences, that lead to shared beliefs, which motivate specific and general actions, that yield the cultural results.

Why this book: I had read this book about two years ago, but needed to re-read it prior to presenting to a company that is seeking to change its culture.

Change the culture change the game summary