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Earlier this week I wrote about designers needing to understand the conditions for change. What enables change and what blocks it.
If we understand organisational culture as how things get done in an organisation, then culture gives us some strong clues about what – or who might be enabling or blocking change.
Power is one of the six lenses of culture in the Johnson and Scholes culture web. How people with power wield it in the organisation sets a strong signal for what is valued and what can be ignored. The policy may say one thing, but it is what management or leadership actually do that sets the culture.
And so back to change. Do the people with power visibly support change? If so, a culture of change will enable you to do your work more easily. If not, you will have more work to do.