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The opportunity that the introduction of a new technology represents is to improve a company's productive capability. While differing a great deal in the nature of actual work being done, any new technology has the potential to signifi­cantly contribute to this objective.

Nevertheless, many change efforts fall short in delivering on their promise. Most often, this shortfall has little to do with the technology itself, but rather in how the introduc­tion of change itself was handled.

This talk will present a model of an organizational working culture, the understanding of which is instrumental to effectively managing change.
Additionally, we shall focus on one of the six the elements of that working culture—BEHAVIOR—because it is the one that is most often the limiting factor to success.

We will then present an introduction to an approach to managing behavior, so that the adoption of a new technol­ogy can truly pay off. This involves an understanding of three things:

• THE MOTIVE
• THE MIRROR
• THE MOTOR

Six Components of a Working Culture

Culture is defined as a set of interdependent processes by which work gets done within a business enterprise. While each of these processes is distinct, they together comprise an organization's working culture.

While each of the six components is to some degree depen­dent on all the others, there is a primary pattern or sequence by which change or an evolutionary improvement occurs. For example:

• Information and Behavior—New information technol­ogy creates more knowledgeable employees. Individu­als and teams will be better able to make use of their experiences and judgements in solving problems and making decisions. However, this places more demand on reasoning and collaboration manifested in new patterns of behavior—these must shift in a construc­tive way.
• Behavior and Hierarchy—The new patterns of reason­ing, collaboration, and behavior requires a new hierar­chy of roles to support these new patterns—greater delegation, more coaching and less directing. New attitudes and skills are required.
• Hierarchy and Leadership—Delegation of broader re­sponsibilities and coaching to enable success of "subor­dinates" demands a new paradigm of leadership. Di­recting, auditing, punishing and rewarding are less appropriate. Developing people's potential and giving them space to exercise greater freedom of choice to make a new level of contribution is a new ballgame.
• Leadership and Teams—As new patterns of making decisions and doing work evolve and more bureau­cratic roles disappear, leadership will need to create and encourage new forms of teamwork to enable self-initiated collaboration across functions. This becomes the arena for developing shared, integrated and mar­ket-oriented aims.
• Teams and Pay and Progression—As people gain new insight from participation in teams they will discover what new skills are required to enable them to make a greater contribution. They will redefine "progress", taking initiative to acquire and exercise these skills and need to be recognized and rewarded for that initiative.
• Pay and Progression and Information—To sustain this self-initiated progress, people will seek access to broader information and knowledge. The learning cycle re­peats itself at a new and higher level. This is true, sustainable, "continuous improvement."

The Premise

Making change involves effective recognition and dealing with all of these components of a working culture. There is, however, a problem and an opportunity within them:
• Problem—Of the six processes, behavior is the most difficult to upgrade, and the most likely to become the critical limiting factor in achieving bottom line payoff.
• Opportunity—That which is difficult to achieve is the least likely to be imitated by your competition and is therefore the most likely to give the most sustainable competitive advantage.

This is the reason that we shall focus on this issue— behavior

To be Continued