until a company tries to change and seeks help

until a company tries to change and seeks help, much of the reality of what goes on remains hidden .

直到公司试图改变,寻求帮助,大部分的现实发生的事情仍然是隐蔽的。

it is unfortunate ,but ofen the case ,that managers and employees spend a lot engergy concealing what is

really going on in a company .

很不幸,但经常这样,管理者和员工花费很多精力隐藏在一个公司到底是怎么回事。

It is when the company leaders ,often in peril ,seek help that the dynamic is set –up for finding out what

is really going on. People can’t understand an organization until they try to change it.

how does one find out about the underbelly of the organization where the culture

issues truly reside? let’s look at an example that illustrates the consequences

of changing technology without analyzing the constraints of culture. A large

insurance company decided to increase its competitiveness by rapidly evolving proven

track record. He was given the tough task of converting the clerical staff to the

new CRM system in six months. Training modules were created to teach employees how

to use the new system effectively. But the IT manager was not aware that other

executives, at the same time, were telling their employees to squeeze in whatever

training they could but finish their normal work first.

The result was the training was done in off hours and half –heartedly, and

worse, the IT manager was not told this because the CRM system had been successfully

installed. But he did not know that the employees were so poorly trained that it

was taking them much longer to ues the new system. Serious problems began to arise

with customers and productivity dropped. Failure to recognize some of the deeper

realities of the culture caused this organization to waste tremendous amounts of

money and effort for little gain.

很不幸,但经常这样,管理者和员工花费很多精力隐藏在一个公司到底是怎么回事。这是公司领导时,经常处于危险之中,寻求帮助的动态设置舒适发现到底是怎么回事。人们不能理解一个组织,直到他们试图改变它。如何找出的腹部组织文化真正问题所在吗?让我们来看一个例子,说明技术没有变化的后果分析文化的约束。一家大保险公司决定增加其竞争力,快速发展的良好记录。他得到的艰巨的任务转换神职人员到新的CRM系统在6个月内。培训模块创建教员工如何有效地使用新系统。但是,IT经理并不知道其他高管,与此同时,告诉员工挤在任何训练,但首先完成其正常工作。

结果是培训在业余时间完成一半-heartedly,更糟的是,IT经理没有告诉这因为CRM系统已经成功安装。但他不知道,员工缺乏训练,这是带他们更长时间问题的新系统。严重的问题开始出现与客户和生产力下降。未能识别的一些更深层次的文化的现实使这个组织浪费大量的金钱和精力的小收获。

To top this off, when a customer called with an inquiry there was never enough of a case history on

a single screen for the employees to rely on.

这,当客户使用调查从来没有足够的病历在单一屏幕的员工依靠。

so the employees kept extensive backup folders which they pulled out, as they needed

所以员工保持广泛的备份文件夹,他们退出,因为他们需要的

often-unconscious set of forces that determine employee is behavior and the collective behavior of

the organization

often-unconscious组力量,确定员工行为和组织的集体行为

it determines modes of operating

它决定模式的操作

but what is culture anyway?

但什么是文化呢? the way things are done around here

在这里做事的方式

what is valued

什么是价值

the longer you hang around and ask questions about the culture of a company the more you may see

inconsistencies between what they say they believe in and their visible behavior

你挂的时间越长,询问公司的文化你可以看到他们之间的不一致表示,他们相信,他们的可见的行为

the longer you hang around and ask questions about the culture of a company the more you may see

inconsistencies between what they say they believe in and their visible behavior---what they actually do

你挂的时间越长,询问公司的文化你可以看到他们说,他们相信,他们之间的矛盾————他们确实可见的行为they seem to have reward systems that are highly competitive and focus on the individual

他们似乎有奖励机制,竞争激烈,专注于个人

the conpany espouses strong customer focus

都能支持强大的客户关注的焦点

they do not have people who are polite or service-oriented

他们没有礼貌的人或面向服务what these inconsistencies tell you is that a deeper level of thought is

driving the behaviors you see.

这些矛盾告诉你,更深层次的思想是驾驶的行为。

o understand this deeper level, you must unearth the assumptions that are operating yet are often

outside the employees ’ awareness

要理解这个更深层次,必须发掘的假设外,还经营往往员工的意识they have come to be taken for granted.

他们被认为是理所当然的。

one’s you’re

the IT manager made is he did not understand the tacit assumption that getting one’s normal work

finished always had priority over training.

IT经理是他不了解隐性假设得到一个正常的工作总是优先于培训完成。

the one thing that is very stable in an organization is its culture

有一件事是很稳定的在一个组织是其文化

the one thing that is very stable in an organization is its culture. It represents the accumulated

learning of a group.

有一件事是很稳定的在一个组织是其文化。它代表一组积累的学习。

the one thing that is very stable in an organization is its culture. It represents the accumulated

learning of a group.if you are going to implement a new technology you better be very clear what that

accumulate learning is---or you’re in store for a lot of frustration and eventual failure. remember

this---the important parts of a company’s culture are essentially invisible

有一件事是很稳定的在一个组织是其文化。它代表一组积累的学习。如果你想实现一个新技术你更好的积累学习是非常清楚——或者你在商店很多挫折和最终失败。记住这一点——一个公司的重要部分的文化本质上是看不见的