The Crucial Role of Organizational Culture in Successful Change Initiatives: Insights from Dr. James O. Rodgers

Dr. James O. Rodgers

Dr. James O. Rodgers, a Fellow of the Institute of Management Consultants (IMC-USA) for over 10 years, is a renowned figure in the field of diversity management. His election as a Fellow has been the highest honor in the management consulting profession, recognizing his significant contributions and expertise. Known as a “keen observer of business from many perspectives,” Dr. Rodgers is acknowledged by his peers as a leading strategist in diversity management.

Dr. Rodgers has authored two influential books: Managing Differently: Getting 100% from 100% of your people 100% of the time and Epiphany: Finding Truth without Losing Faith. The first book transformed the conversation about diversity, becoming a staple in major MBA programs, including the Kellogg School of Management. The second book seeks to change the discourse on religious diversity.

Central to Dr. Rodgers’ philosophy is the understanding that change initiatives — whether they involve mergers, acquisitions, restructuring, rightsizing, or strategic focus initiatives like Six Sigma, innovation, performance enhancement, and becoming a learning organization — must consider organizational culture. He argues that diversity management is inherently a change initiative, necessitating a thorough examination of culture as part of the execution process.

Understanding Organizational Culture

Dr. Rodgers defines organizational culture as “how we do things around here,” essentially the collective personality of an organization. It is the subconscious driver of daily behavior within the company, with everyone implicitly understanding what is acceptable or not. However, few can articulate the underlying values and assumptions that drive these behaviors. This lack of clarity can hinder the success of change initiatives, as culture remains an often overlooked yet crucial element.

Dr. Rodgers uses the analogy of a fish in water to explain this concept. Just as a fish is the last to discover water, insiders within an organization are often blind to their own culture. It requires an objective, experienced professional to help leaders articulate and codify the collective culture. This process allows organizations to analyze, question, and target specific behaviors that need to change to maintain success in a shifting environment.

The Importance of Codifying Culture

Codifying culture provides the foundation for analyzing and targeting behaviors that need modification. Organizational culture evolves from patterns of success in a given environment. When the environment changes, the behaviors that once led to success may become obstacles. Thus, examining and adapting these behaviors is critical to continued success.

Dr. Rodgers likens this to individual behavior. Each person has a unique personality that typically yields positive outcomes. However, bad habits can form over time, leading to unintended consequences. Similarly, organizations develop “creeping behaviors” — ingrained habits that may become detrimental in a changing environment. Examples of creeping behaviors include rigid dress codes that clash with a client’s casual culture, dictating what good service looks like rather than listening to clients, using indirect communication channels, and expecting employees to navigate success without guidance.

When such creeping behaviors are identified, leaders should replace them with “leverage behaviors.” Dr. Rodgers explains that eliminating behaviors without replacements is ineffective because human behavior follows natural laws. Just as light overcomes darkness, introducing positive leverage behaviors can counteract negative creeping behaviors. Without new, successful behaviors to replace the old ones, people revert to their habitual actions.

Implementing Leverage Behaviors

Dr. Rodgers’ process involves identifying no more than three leverage behaviors and equipping leaders to focus on them for five to seven years. This extended period is necessary because culture is deeply ingrained and requires time to shift. Establishing new behaviors as the accepted norm is a gradual process that demands consistent effort and reinforcement.

The CultureScan™ Process

A key tool in Dr. Rodgers’ approach is the CultureScan™, which he insists be part of any change initiative. CultureScan™ is not a mere employee survey or opinion assessment. It is a comprehensive process, akin to an archaeological dig, that involves extensive research, including reviewing existing employee surveys, interviewing senior executives, conducting focus groups, archival research, and summarizing the organization’s history. This process seeks to uncover the genesis and continuation of core beliefs and values that drive behaviors.

From conducting hundreds of CultureScan™ assessments, Dr. Rodgers has found that the influence of founding leaders is profound, even in organizations that are centuries old. Understanding this influence is crucial for effectively managing change. By uncovering the deep-seated values and behaviors, organizations can better navigate their current and future challenges.

The Role of Culture in Diversity Management

Understanding organizational culture is essential for effective diversity management. Without this understanding, any change initiative is like playing darts blindfolded. Culture informs every aspect of life within an organization, and understanding it helps identify barriers to implementing a diversity management strategy. It also highlights behaviors that can be leveraged for sustainable progress.

The CultureScan™ process is typically a two to three-month undertaking that examines an organization’s personality and readiness for change. Critical to this process is the participation of leaders and an internal culture team composed of a diverse range of employees from all levels. This bottom-up approach supports top-down leadership, fostering engagement and buy-in.

Steps in the CultureScan™ Process

1. Interviews with Senior Executives: Gaining insights from the top leadership provides a clear understanding of the strategic vision and perceived cultural challenges.
2. Focus Groups: These sessions gather diverse perspectives from different levels and departments within the organization, offering a comprehensive view of the current culture.
3. Surveys: Collecting data through surveys helps quantify attitudes, beliefs, and behaviors across the organization.
4. Archival Research: Reviewing historical documents and records helps trace the evolution of the organization’s culture and the influence of its founding leaders.

The data collected from these methods are analyzed to create targeted recommendations. These recommendations help develop strategies to counter obstacles and reinforce behaviors that will drive change.

Dr. James O. Rodgers’ insights on organizational culture emphasize its critical role in the success of any change initiative, particularly diversity management. His CultureScan™ process is a thorough and insightful method to uncover and understand an organization’s culture, enabling targeted and effective change strategies. By recognizing the deep-seated values and behaviors that drive an organization, leaders can better navigate change and improve the likelihood of successful outcomes. Understanding and managing culture is not just an optional part of change initiatives — it is essential for achieving sustainable success.