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CULTURE, Prearrival, Unfreezing - Coggle Diagram

- - - - A culture which is based on human affiliation. Employees value attachment, collaboration, trust, and support
    - - A culture which is based on change. Employees value growth, variety, attention to detail, stimulation, and autonomy
    - - A culture which is based on achievement. Employees value communication, competence, and competition
    - - A culture which is based on stability. Employees value communication, formalization, and routine
- - - - Selection Criteria
        
        Socialization
        
        Top Management
        
        Organisational Culture
  - - - Identify and hire individuals with the knowledge, skills, and abilities to perform successfully.
      - Two-way street.
    - - Establish norms of behavior.
    - - A process which enables new employees to acquire the social knowledge and necessary skills in order to adapt to the organization’s culture
- - - - shared concept of right and wrong behavior in that workplace, develops as part of the organizational climate.
    - - practices that can be maintained over very long periods of time because the tools or structures that support the practices are not damaged by the processes
    - - Most innovative companies have open, unconventional, collaborative, vision-driven, and accelerating cultures
- - - - Toxic positivity: imposes unrealistic and psychologically damaging effects on employees who are pressured to be perfect and pure while actively avoiding perfectly natural negative states and conditions.
  - - - Idea champion: individuals who take an innovation and actively and enthusiastically promote the idea, build support, overcome resistance, and ensure that the idea is implemented.
- - - - Planned change: change activities that are proactive, intentional, and goal-oriented.
      - Change agents: people who act as catalysts and assume the responsibility for managing change activities.
  - - - Habit
      - Security
      - Economic factors
      - Fear of the unknown
      - Selective information processing
    - - Structural inertia
      - Limited focus of change
      - Group inertia
      - Threat to expertise
      - Threat to established power relationships
    - - Communication
      - Participation
      - Building support and commitment
      - Developing positive relationships
      - Implementing changes fairly
      - Manipulation and cooptation
      - Selecting people who accept change
      - Coercion
- - - - Diagnosis
      - Analysis
      - Feedback
      - Action
      - Evaluation
  - - - Process consultation
      - Team building
      - Intergroup development
      - Appreciative inquiry