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Cultural Transformation Process
In order to achieve the desired cultural outcome, everyone must be engaged and aligned to the purpose and direction of the organization. The Pelmetta approach helps make that happen. The illustration at the right depicts the interconnected components of this process.
During this process we work with you to identify the key results you want to achieve – those that have a significant impact on your organization’s success. Having a clearly defined set of expectations that are meaningful to every staff member is critical to the alignment and ultimate success of the organization.
Our behaviors and actions can have a positive, negative, or neutral effect on our relationships. This becomes very important if the relationship with another can have a direct impact on results. The expected quality of key relationships is also important to clearly define and communicate.
All results are direct consequences of the actions and behaviors executed by everyone in the organization. If that is true (and Pelmetta’s experience reveals that it is), we need to identify the specific actions or behaviors that people need to start doing, stop doing or maintain in order to achieve the new level of results desired by the organization.
Actions are based on a set of beliefs held by each person. In order to change actions or behavior, we must first understand the key beliefs people must hold in order to act in a way that leads to the desired results. If there is gap between the beliefs of the organization and the employee, steps need to be taken to close that gap to achieve alignment.
Among the most powerful influences on peoples’ beliefs are the experiences they have. These experiences will typically validate an existing belief. In fact, as human beings, we generally try to validate our experiences first and, if that does not work, we reluctantly decide if we want to change our belief or just ignore the ‘conflicting’ experience. This speaks to the importance of having leaders who model the desired behaviors and outcomes.
When reviewing the components, four of the five are directly related to what people do and think as well as how they perceive experiences and relationships. To change a culture, the organization must focus on people – one at a time. By focusing our efforts in a structured way on these components, the likelihood for success is increased.