In Great Company -
Executive Summary
This book details the results of in-
The research was lead by Professor Dexter Dunphy, Distinguished Professor, University of Technology Sydney, in order to answer a series of questions regularly posed by clients of Human Synergistics International:
How do organisations transform their cultures?
What creates cultural transformation?
What is the evidence about what works?
Each year Human Synergistics compiles research referencing organisational culture and leadership behaviour in Australia and New Zealand. Each year the results show little improvement in culture change. Staff and leaders consistently report their organisation’s cultures are more defensive than constructive. This finding parallels Turner and Crawford’s (1998) groundbreaking Australian research that showed 67% of change initiatives faltered. While many organisations know how to affect culture change, precious few actually do so. This frustrating dynamic is described by Pfeffer and Sutton (2000) as the ‘knowing doing gap’.
To determine how and why some organisations succeed in transforming their cultures, Human Synergistics examined a data set of 40 organisations that had not only measured their organisation’s culture using the Organisational Culture Inventory® but had also remeasured it.
