Geert Hofstede’s cultural dimensions theory

Geert Hofstede’s cultural dimensions theory (1980) examined people’s values in the workplace and created differentiation along three dimensions, small/large power distance, strong/weak uncertainty avoidance, masculinity/femininity, and individualism/collectivism.

Geert Hofstede's Cultural Dimensions theory, developed in the 1970s, is a framework for understanding and analyzing cultural differences between societies and organizations. It originated from his research at IBM, where he conducted a comprehensive study of employees in different countries to identify patterns of cultural behavior and values. This research led to the development of six cultural dimensions, which provide a structured way to compare and contrast cultures

POWER DISTANCE (PD): Power distance refers to the extent to which less powerful members of a society or organization accept and expect that power is distributed unequally. In high-power distance cultures, there is a strong hierarchy, and people tend to accept authority without question. In low-power distance cultures, there is a flatter organizational structure, and people expect more equal distribution of power.

INDIVIDUALISM VS. COLLECTIVISM (IDV): This dimension deals with the degree to which a society emphasizes individual interests and achievements (individualism) versus group harmony and collective well-being (collectivism). In individualistic cultures, people prioritize personal goals and individual rights, while in collectivist cultures, group identity and harmony are more important.

MASCULINITY VS. FEMININITY (MAS): This dimension explores the distribution of gender roles within a society. In masculine cultures, there is an emphasis on traditionally "masculine" traits like assertiveness, competitiveness, and material success. In feminine cultures, there is a greater emphasis on nurturing, cooperation, and quality of life.

UNCERTAINTY AVOIDANCE (UAI): Uncertainty avoidance measures the degree to which a society tolerates ambiguity, uncertainty, and risk. In high uncertainty avoidance cultures, people prefer rules, structure, and order to reduce uncertainty. In low uncertainty avoidance cultures, there is a higher tolerance for ambiguity and a willingness to take risks.

LONG-TERM ORIENTATION VS. SHORT-TERM ORIENTATION (LTO): Originally, Hofstede's framework had four dimensions, but later, he added this dimension. It deals with the importance placed on long-term planning and future-oriented thinking versus short-term goals and immediate gratification. Cultures with a high long-term orientation tend to focus on perseverance, thrift, and adapting to change, while those with a low orientation prioritize stability, tradition, and maintaining the status quo.

INDULGENCE VS. RESTRAINT (IND): This dimension examines a society's attitude toward gratification and self-control. In indulgent cultures, there is a greater emphasis on enjoying life, having fun, and satisfying one's desires. In restrained cultures, there is a stricter adherence to social norms and a focus on controlling one's impulses.

It's important to note that these cultural dimensions are not absolute and can change over time within a society. Additionally, individuals may not perfectly fit the cultural norms of their society, as there can be significant variation within cultures. Hofstede's framework has been widely used in cross-cultural management, international business, and intercultural communication to help understand and navigate cultural differences in various contexts. However, it's also been subject to criticism, and some argue that it oversimplifies complex cultural realities and perpetuates stereotypes.

Read more
HTTPS://www.simplypsychology.org/hofstedes-cultural-dimensions-theory.html

Reflections on Leadership Jersey- Leadership and Culture Event

First a big congratulations to all involved. A great event that it intended to be thought provoking. So here are some thoughts I don't expect agreement (that is the antithesis of diversity)

I liked the Seth Godin quote: *People like us do things like this*

But I am not sure it is true. Would all employees of RBSI say that about themselves and Fred Goodwin. Would all the Police say that about themselves and Metropolitan Police officer Wayne Couzens? Would all Nurses say that about themselves Lucy Letby, a British nurse convicted of murdering seven babies.

I think culture (cults) are more tribal and divisive. I think a more honest quote is *People like them do things like that*

You may think it odd to say divisive, but any in-group, any inclusion is defined by what it  (should?) exclude(s). You may exclude Jimmy Saville from a Childrens TV Show. Maybe a few people are considering what TV shows and media Russell Brand should be included in or excluded from?

As an advocate for the Power Threat Meaning Response Framework I am always cautious of the motives of leadership and the status we confer upon it. I am not the leader of my son or daughter. I am not the leader of my partner or parents. I am not the leader of my club or community. I am human. I am a brother, father, son, helper. I far prefer to work at a human level and reject the idea that I need to be a leader to add value to something or help someone.

I really liked Perrin's heat-map of correlation, prognosis, and diagnosis but ultimately felt I don't need that tool to manage my relationships at home or at play, so why is this so essential at work? Why is a tool that can classify and prescribe interventions and impact so appealing?

I found this model interesting: *I will change my mindset and believe .....*

How inclusive and diverse are our organisations if we expect people to change their mindset (perhaps beliefs, values, principles) to conform, comply, and fit-in to our company, community or culture. This point was emphasised by comments about skin colour and difference between diversity (a seat at the table) and inclusion (a voice that is heard)

We pondered the beautiful image of a murmuration of starlings all in-flight together, and I pondered the audience response to a similar image of lemmings with a similar approach.

I do not think culture is an "input" or an "output" but an outcome. As Simon Nash suggests it is like reputation, it is how you are judged by what you do rather than the slogans you say or the plans you have.

I do believe in Psychological Safety but I am cautious of its application. There is seldom Psychological Safety in high-performance. For example in F1 Motorsport there is no room for poor performance, but there is for feedback and learning. Psychological Safety is not about comfort or loyalty but more about trust,  indeed I'd suggest trust and performance (predictability) creates Psychological Safety rather than the other way around.

A lot was said about Uncertainty, which is why I think trust and performance (predictability) is so important. Being Psychologically Safe but Lost or Uncertain seems at best unhelpful and at worst an oxymoron. Leaderships value is in map-making, sense-making, purpose-creation but it is alchemy and prone to misuse.

My preferred approach is simple collaboration to add value to something or help someone

My goal is to help people find YES to the following questions

    I know what is expected of me at work
    I have the materials and equipment I need to do my job right
    I have the opportunity to do what I do best every-day
    In the last 7 days I have received recognition or praise for doing good work
    Someone at work encourages my development
    I am seek, heard, valued
    At work, my opinions count

Tim@ThinkingFeelingBeing.com
https://www.linkedin.com/company/thinkingfeelingbeing
We support people and organisations achieve their goals through facilitation, workshops, mentoring, mediation and sharing change resources

#mediation #coach #mentor #philosophy #psychology #purpose #thinking #feeling #icfcoach #coaching #facilitation, #workshops, #mentoring, #mediation #changeresources

BeTheBusiness Hosting a Conference

BeTheBusiness Hosting a Conference

I recently had a coaching mentoring session With somebody Who was to host an online conference. We had a really useful discussion around what makes a really good host at a conference. Ensuring great value for the speakers, the audience, the organisers plus the opportunity to present yourself as knowledgeable engaging and practical to an audience of your peers.

The notes below broadly summarise the conversation and are shared tor anyone else who may have a similar requirement.

WHAT DO THE ORGANIZERS WANT AND HOW CAN YOU DELIVER VALUE?

ORGANIZERS WANT:
A smooth, glitch-free event
High engagement from the audience
Positive feedback
A showcase of their brand in a good light

HOW TO DELIVER VALUE:
Test technology beforehand.
Be in sync with the agenda.
Make sure speakers are prepared.
Be an energetic and engaging host.

WHAT DO THE SPEAKERS WANT AND HOW CAN YOU DELIVER VALUE?

SPEAKERS WANT:
A clear understanding of the time allotted to them.
A smooth transition into their speaking slots.
Audience engagement and interaction.

HOW TO DELIVER VALUE:
Clearly communicate the time limits.
Make sure to introduce them effectively.
Facilitate Q&A sessions that engage the audience.

WHAT DOES THE AUDIENCE WANT AND HOW CAN YOU DELIVER VALUE?

AUDIENCE WANTS:
Valuable, informative content.
An engaging experience.
Opportunity for interaction.

HOW TO DELIVER VALUE:
Keep energy levels high.
Facilitate interactive sessions like Q&A.
Make sure the content is delivered smoothly.

TIPS FOR BEING A GREAT HOST

BEFORE THE EVENT - BEING PREPARED AND READY
Tech Check: Run through all the technical aspects at least a day before the event.
Agenda Familiarization: Know the agenda like the back of your hand.
Speaker Briefing: Make sure all speakers know when they're on and what’s expected.
Prep Material: Prepare a script or cue cards to avoid awkward pauses.

DURING THE EVENT - BEING COORDINATED AND BALANCED
Punctuality: Start on time to set the tone.
Energy: Maintain high energy levels to keep the audience engaged.
Transitions: Make sure transitions between different parts of the program are smooth.
Time Management: Keep an eye on the clock.
Audience Engagement: Use polls, Q&A, and encourage chat participation.

AFTER THE EVENT - FOLLOWING UP AND BUILDING RELATIONSHIPS
Thank Yous: Thank all participants—speakers, organizers, and attendees.
Feedback: Send out a feedback form.
Highlights: Share the highlights of the event on social media.
Networking: Use this opportunity to connect with speakers, organizers, and participants.

USING STORIES MORE EFFECTIVELY THAN SIMPLE QUESTIONS

 

Building Context: Before asking a question, use a short story to build context.
Creating Emotional Investment: Stories can help create an emotional connection.
Enhancing Understanding: Stories can simplify complex topics.
Interactive Storytelling: Use stories as a platform for audience interaction—ask them for their thoughts or to share their own stories.
Story-Question Combo: Use stories to lead into questions for speakers. Instead of just asking, "How did you start your business?", you can share a short story of a struggling entrepreneur and then ask, "How did you overcome initial hurdles in your journey?"

Being a host for an online conference is a balancing act among the needs of the organizers, speakers, and audience. By being prepared, energetic, and empathetic, you can offer an experience that adds value to all involved.

CHANGING THE CULTURE FROM RED, BLUE OR ORANGE

There are broadly three popular "cultural styles" in Jersey (many more vMemes but let's keep simple!). If you are operating in one of these "cultural styles" be it the Island, the organisation or even the department, how do you go about changing culture without being overpowered by the dominant context?

THE CURRENT DOMINANT  "CULTURAL STYLE"

RED (EGOCENTRIC/POWER GODS)
Leadership in Red is often autocratic and based on raw power. Leaders are often seen as "alpha males/females" who use force or charisma to maintain control.
Followers in a Red system are typically submissive to stronger forces but rebellious against perceived weakness.
The culture tends to be survival-focused, and there is a "might makes right" mentality.
Behavioural Norms: Physical strength, cunning, and bold action are highly valued. Social hierarchies are fluid and based on power dynamics.

BLUE (PURPOSEFUL/AUTHORITARIAN)
Leadership is often hierarchical and rule-based. Leaders are seen as custodians of law, tradition, or religious doctrine.
Followers are often obedient and adhere to established roles and codes of conduct.
Culture is often centered around shared values or beliefs, such as religious doctrine or nationalism.
Behavioural Norms: Strong emphasis on morals, ethics, and law. Conformity and duty are highly valued.

ORANGE (STRATEGIC/ACHIEVIST)
Leadership is often meritocratic and goal-oriented. Leaders focus on strategy, efficiency, and results.
Followers are often self-reliant and are motivated by achievement and advancement.
Culture is centered around innovation, progress, and material success.
Behavioural Norms: Individual achievement, rationality, and competition are highly valued.The system often rewards those who can navigate it most skillfully.

CHANGING THE CULTURE FROM RED, BLUE OR ORANGE

Changing the cultural style of an organization, island, or department is a complex process that requires a deep understanding of the current culture, the desired culture, and the factors that influence both. Here are some strategies that could be used to change culture in the context of Red, Blue, or Orange cultural styles, based on the Spiral Dynamics model:

WHEN OPERATING IN A RED CULTURAL STYLE:
Establish Credibility: Given that Red cultures are power-oriented, it's essential to establish your own credibility and authority first. Show competence, confidence, and a willingness to act.
Direct Communication: Use clear and direct communication. Ambiguities are less tolerated in a Red culture.
Quick Wins: Implement small changes that bring immediate, visible benefits. This can help you gain the confidence and support of the team.
Respect Existing Power Structures: Initially, work with existing hierarchies and power figures rather than against them.
Frame Change as Strength: Position the change as something that will make the organization stronger and more formidable.

WHEN OPERATING IN A BLUE CULTURAL STYLE:
Appeal to Tradition and Values: Blue cultures respect tradition and rules. Frame the change as being in alignment with long-term values or the core mission.
Follow Proper Channels: Use formal processes and protocols whenever possible to introduce change.
Involve Authorities: Get the endorsement of respected authority figures within the culture to lend weight to the change initiative.
Incremental Change: Radical changes are often met with resistance. Consider implementing changes incrementally.
Clear Rationale: Provide a clear rationale that explains why the change is necessary, justified, and beneficial to the collective.

WHEN OPERATING IN AN ORANGE CULTURAL STYLE:
Show Benefits: Orange cultures are goal-oriented. Demonstrate how the change will lead to increased efficiency, profitability, or other measurable benefits.
Data-Driven: Use data and metrics to make your case. Orange cultures respect empirical evidence.
Pilot Programs: Consider implementing a pilot program to show the feasibility and benefits of the proposed change.
Encourage Entrepreneurial Spirit: Utilize the naturally competitive and innovative traits of an Orange culture to drive change.
Professional Development: Show how the change will benefit individuals in their career growth and personal development.

GENERAL TIPS:
Engage Stakeholders: No matter the dominant culture, engaging a broad spectrum of stakeholders can provide you with the support and resources you need to implement change.
Adapt Your Communication Style: Different cultures respond to different types of communication. Tailor your message to fit the cultural style you are operating within.
Be Patient and Persistent: Cultural change is a long-term project that requires commitment, patience, and resilience.
Use a Multi-level Approach: Cultural change often requires effort at multiple levels – individual, team, and organization.
Evaluate and Adjust: Once the change is implemented, collect feedback and be prepared to make adjustments as necessary.

Remember, you're operating within a dominant cultural context, so it's important to be both strategic and sensitive in how you approach change.

INCLUSIVE LEADERSHIP & CULTURE

What is inclusive leadership & culture: what are the processes that embed this into the thinking, feeling, being and doing of an organisation - beyond words (mission, vision, values) but in beliefs and actions?

INCLUSIVE LEADERSHIP refers to the practices and behaviors that enable a leader to be effective in diverse environments. Such leaders demonstrate an openness to diverse perspectives, empower individuals regardless of their background, and facilitate a culture where everyone feels valued, heard, and included. An INCLUSIVE CULTURE, on the other hand, is one that values and leverages diversity in all its forms (gender, race, age, religion, sexual orientation, etc.) to achieve organizational objectives. It’s an environment where everyone can bring their full selves to work and feel valued for their unique contributions.

Processes to Embed Inclusive Leadership & Culture

Organizational Level
1.    Mission and Vision Statement: Update the organization's mission and vision statement to reflect the value placed on diversity, equity, and inclusion.
2.    Policies and Guidelines: Develop or refine policies that foster an inclusive work environment. This could involve anti-discrimination policies, equal opportunity guidelines, etc.
3.    Leadership Training: Regularly train managers and executives in inclusive leadership skills such as active listening, unconscious bias training, and conflict resolution.
4.    Diversity and Inclusion (D&I) Committee: Establish a D&I committee to oversee and implement inclusive strategies.
5.    Data Analytics: Measure the effectiveness of D&I initiatives through regular data collection and analysis.

Departmental Level
1.    Inclusive Hiring: Implement hiring practices that minimize biases and aim for diversity.
2.    Team Building: Create teams with diverse skill sets and backgrounds to foster varied perspectives.
3.    Decision-making Process: Employ decision-making processes that seek input from all members regardless of rank or background.

Individual Level
1.    Open Dialogue: Encourage open conversations about diversity and inclusion.
2.    Recognition and Reward: Implement systems that reward inclusive behavior.
3.    Accountability: Make leaders and employees accountable for inclusive behavior.

Cultural Level
1.    Regular Check-ins: Periodic anonymous surveys can help in understanding the effectiveness of D&I strategies.
2.    Role Models: Highlighting and celebrating individuals who exemplify inclusive behavior can set a standard for others to follow.
3.    Storytelling: Share stories that celebrate diversity and teach lessons about the value of inclusion.

Behavioural Level
1.    Behavioral Nudges: Use subtle nudges or reminders to foster inclusive behavior.
2.    Conflict Resolution: Develop a robust conflict resolution mechanism that is impartial and effective in solving disputes related to discrimination or exclusion.
3.    Feedback Loop: Establish a continuous feedback loop among employees and leadership to ensure that the D&I initiatives are effective and updated as needed.

BeTheBusiness Mentoring Product / Service, Purpose & Brand

When providing a product or service it is easy to get fixated with your skills, talent and experience and the product or service you are selling. However it may be better to understand WHO and WHAT people are buying and WHY.
 
WHAT IS THE SUCCESS CRITERIA

For example for one client I worked with we talked about the internal customer and noted a mis-match between what some departments were providing and what others were valuing. In simple terms we can consider the engineers dilemma, you can have it faster, cheaper or better, but not all three. A supplier providing lots of details after the deadline is not valued by a buyer wanting a quick summary before a decision.

Different people value different things, and value is "...what the customer is prepared to pay for..." and this may be any of the following...

Speed
Quality
Detail
Brevity
Authority
Compliance
Assurance
Confidence
Consensus
I bet you can add at least 10 more criteria to this list!

WHO IS THE CUSTOMER

This may be more complex than you think! Noting that different people value different things we may recognise that any product or service may have many "customers", we might call them clients, customers, consumers, users, sponsors, stakeholders, gatekeepers etc., And they all value something different. For technology product or service some may value security, others usability, others flexibility and some price.  Understanding who is responsible, accountable, consulted, and informed in the buying process can be useful to navigating to a successful proposition.

WHY IS THIS IMPORTANT
   
It seems obvious delivering perfection too late is not helpful for someone really focussed on speed, price or deadline. It would be like turning-up to the Olympic Finals 2 days late and finishing the 100 meters in 9.7 seconds. You won't win a medal for your efforts. That is why athletes are clear about  performance, goals, timescales and deadlines. You should be similarly clear about your success criteria. Even Facebook says "Done is better than perfect!" But be clear in some cases 99% perfect is simply not good enough. If we were to assume a 1% failure rate: 40,000,000 flights * 0.01 = 400,000 plane crashes!
    
MIXING IT UP

Clearly we might loop through these questions a few times to be really clear on our target audience and our proposition so that we understand the client, their need, and how our product or service satisfies that need. With one Management Consulting business we used SPIN because you cannot sell a solution to someone who does not have a need. We therefore took time to understand the following elements.

Situation
Problem
Implication
Need

This helps us understand Purpose (what are we trying to achieve) and Relevance (what is the context). Having one without the other is pointless because (another sporting metaphor) running 100 meters to the shops is name the same as running 100 meters in the Olympic finals. Performance and context must fit together for the result to be meaningful. In a business context this might recognise that delivery of a technology platform only really adds value when people, processes, and operatons are aligned with it.

PURPOSE AND BRAND

I remember a great quote from Tom Goodwin. We live in a world where brands want to be more like people and people want to be more like brands. I recollect a conversation that said Breakfast at a Cafe is £10, at the Hilton £20 and at Burj Al Arab maybe £100 and therefore everyone's personal brand should be Burj Al Arab.

I'd challenge this. Not everyone wants a Ferrari some people get better use and value from a people carrier, others someting with a tow-bar and a roof rack. If I was a vehicle I'd be a VW van, flexible, versatile sufficiently smart on the right occasions and utilitarian when needed. That is my "brand". It it not better or worse than any other, it is about "fit for purpose" someting we sometimes forget when cutting price or driving for perfection.

There is no right or wrong - but what fits between what you offer and what your customer values.

Interested in being mentored?

Choose the right programme for you
 
12-month
Focus on the long-term growth and development
Aim to meet every 4-6 weeks
Develop your aims, goals, purpose or strategy and build your skills working with an experienced mentor over an extended period
Work together to adopt your plans and meet new challenges across 12 months
 
12-week
Focus on shorter-term goals and challenges
Aim to meet once a week
Use your mentor as a sounding board for key decisions and immediate priorities
Make the most of a rapid intervention to help you quickly benefit from advice and an external perspective

Tim HJ Rogers
MBA Management Consultant + Change Practitioner
ICF Trained Coach, IoD Business Mentor, Mediator
Mob 447797762051 Tim@AdaptConsultingCompany.com
 
#businessmentor #businessadvice #businesscoach #entrepreneuradvice #startupadvice #smallbusinessadvice #businessgrowth #businesssuccess #growthstrategy #businesstips #leadershipskills #marketingstrategy #businessstrategy #jersey #timhjrogers #mentor #change #business

Does poor mental health affect work, or is it more likely that work-culture effects poor mental health?

Whilst it is undoubtedly  true that being sick, sad or sullen will affect relationships and workplace performance, maybe we need to consider these possibilities...

• That 100's of emails, social posts, TV averts all competing for our attention iss not good for our concentration
• That multiple demands and interruptions from different stakeholders ruins our attention and intention
• That fatigue from fast food diet, rapid on-demand answers and quick fix solutions undermines the quality of our thinking
• That declining wages, competition for work, a gig-economy, and family and community demands can be stressful
• That eventually people feel less in control over their lives and ore hostage to circumstances, with a resultant lack of engagement

Sometimes I think the emphasis is wrong: for the people to change to suit the system, with productivity tools, resilience and coping strategies, drugs and therapy. Perhaps we should be changing the system to suit the person. Perhaps let's stop thinking of humans as resources, which like oil, timber, water we extract as much as possible at the cheapest price maximising short-term profits and disregarding long-term impact.

I am a fan of the Power, Threat, Meaning, Response, Framework which suggests that rather than pathologising people with diagnosis and prescriptions, counselling and therapy assuming there is something wrong with THEM we increase look to the causes which are often to do with life circumstances which are seldom a recipe for happiness.

The Power Threat Meaning Framework (PTMF) is an alternative model to more traditional medical psychiatric diagnostic labels, developed by psychologists in the United Kingdom. The framework focuses on understanding how power imbalances, threats, and the meaning people ascribe to these experiences shape emotional distress and problematic behavior. Instead of seeing issues like depression, anxiety, or psychosis as symptoms of underlying illnesses, PTMF explores how one's social and relational context contributes to these states.

In the context of the PTMF, "power" can be understood as social capital, influence, or control exercised by an individual, group, or institution. Dysfunctional, coercive, or subjective power is power that is misused or misapplied in a way that contributes to the distress or suffering of individuals. Here are some examples...

Dysfunctional Power

Parental Abuse: Parents who misuse their authority over children, subjecting them to emotional, physical, or sexual abuse.
Toxic Work Environments: Hierarchies where bullying, harassment, or exploitation are tolerated or encouraged, leading to increased stress and anxiety among employees.
Medical Authority: The misuse of medical authority to over-medicate or unnecessarily institutionalize individuals, stripping them of agency.

Coercive Power

Domestic Violence: One partner exercises coercive control over another, using threats, intimidation, and violence to maintain power in the relationship.
Authoritarian Regimes: Governments that use force, propaganda, and suppression of dissent to maintain control over their populations.
Discriminatory Policing: Law enforcement disproportionately targeting certain racial or social groups, thereby institutionalizing discrimination and inequality.

Subjective Power (or Power Imbalance)

Stigma and Stereotyping: Subjective feelings of powerlessness stemming from internalized societal beliefs, such as racial or gender-based stereotypes.
Financial Dependence: One partner controls all the financial resources, making the other partner feel powerless and dependent.
Educational Inequality: A system where access to quality education is determined by socioeconomic status, race, or other factors, leaving certain groups at a distinct disadvantage.

Ideological Power

Ideological power is a form of power that often operates covertly, shaping our values, beliefs, norms, and practices in ways that benefit one group over another. It can be a potent force for creating and sustaining imbalances and inequalities. The Power Threat Meaning Framework (PTMF) would likely consider how ideological power shapes emotional and psychological experiences. Below are some examples...

Inclusion/Exclusion

Cultural Norms: Society's norms may implicitly favor one group, making others feel excluded. For example, heteronormative culture can marginalize LGBTQ+ individuals.
Language: The dominance of a particular language or dialect can marginalize those who don't speak it fluently.

Expectation

Gender Roles: Ideological power can shape gender expectations, pressuring individuals to conform to traditional roles, which can result in emotional distress for those who don't fit these molds.
Success Metrics: Ideologies around material success or physical attractiveness can put enormous psychological pressure on individuals to conform to these societal expectations.

Race

Racial Ideologies: Ideologies that favor one race over others can manifest as systemic discrimination, internalized racism, and social injustice.
Cultural Appropriation: Dominant cultures taking elements from marginalized cultures without permission, often trivializing or commercializing them, can be an exercise of ideological power.

Beliefs

Religious Dogma: Strong religious ideologies can hold power over individuals, sometimes leading to guilt, shame, or ostracization for non-conformance.
Political Ideologies: Dominant political ideologies can marginalize those who hold differing views, making it difficult for them to engage in public discourse or find a sense of community.

Ideological power often intersects with other forms of power (like coercive or subjective power) to sustain complex systems of inequality and imbalance. These can have serious implications for mental health and wellbeing, which the PTMF aims to better understand by looking beyond medical models and considering the broader social and cultural context in which people live.

The Framework instead looks at how we make sense of these experiences and how messages from wider society can increase our feelings of shame, self-blame, isolation, fear and guilt.

The approach of the Framework is summarised in four questions that can apply to individuals, families or social groups:

What has happened to you? (How is power operating in your life?)
How did it affect you? (What kind of threats does this pose?)
What sense did you make of it? (What is the meaning of these situations and experiences to you?)
What did you have to do to survive? (What kinds of threat response are you using?)

Two further questions help us think about what skills and resources people might have and how they might pull all these ideas and responses together into a personal narrative or story:

What are your strengths? (What access to Power resources do you have?)
What is your story? (How does all this fit together?)

Thinking Feeling Being
https://www.linkedin.com/company/thinkingfeelingbeing
We support people and organisations achieve their goals through facilitation, workshops, mentoring, mediation and sharing change resources

#mediation #coach #mentor #philosophy #psychology #purpose #thinking #feeling #icfcoach #coaching #facilitation, #workshops, #mentoring, #mediation #changeresources

Tim@ThinkingFeelingBeing.com
Mob 447797762051
https://www.linkedin.com/in/timhjrogers/

Recommended books

Stolen Focus: Why You Can't Pay Attention--and How to Think Deeply Again by Johann Hari
Four Thousand Weeks: Time Management for Mortals by Oliver Burkeman
The Deepest Well: Healing the Long-Term Effects of Childhood Adversity by Dr. Nadine Burke Harris and Simon & Schuster

Recommended resources
https://www.bps.org.uk/member-networks/division-clinical-psychology/power-threat-meaning-framework

VISITOR ECONOMY STRATEGY

VISITOR ECONOMY STRATEGY GROUP - SURVEY RESULTS

Data based decision making and evidence based forecasting is key to the success of Tourism and Hospitality in Jersey, so it is really interesting to see June 2023 - Monthly Exit Survey Results

https://cdn.jersey.com/images/v1691140042/Trade/Passenger-Exit-Survey-summary-Jun-V3/Passenger-Exit-Survey-summary-Jun-V3.pdf

SOME QUESTIONS ARSING FROM THIS DATA

Does the breakdown of visitors align to the spend on marketing for each jurisdiction? eg does £1m spend on UK more useful than £1m spend on Netherlands

68% of visitors were from the UK (44,100)

8% of visitors were from the other Channel Islands (4,990)

16% of visitors were from France (10,290)

3% of visitors were from Germany (1,760)

Is it possible to compare visitors to the destinations that Ports of Jersey connect with?

What was the demographic and value of each: Are Germans, French, UK [young, couples, families, older] and what is the net spend in each category as tracked by credit card

Which venues, events and attractions did they attend by reference to bookings, reservations, sales data

Based on mobile phone cell data where do they come from, how often do they return, what locations did they visit?

How do these numbers match against the "dashboard" of KPIs

>> Target for volume of visitors via plane or boat (necessary for connectivity)

>> Target for value of visitors' spend (necessary for economy)

>> Target for bed-nights occupancy (necessary for hotels, guest houses, self cating etc)

Indeed what are the "dashboard" of KPIs for Visit Jersey, JHA, Chamber, Ports etc?

ABOUT THE VISITOR ECONOMY STRATEGY GROUP

All the PUBLIC minutes of the Visitor Economy Strategy Group are here

https://business.jersey.com/about-us/plans-reports/visitor-economy-strategy-steering-group

Visitor Economy Strategy - Policy Position Summary

The Case For Change

Why does it matter?

Tourism and hospitality are important to Jersey for a number of reasons:

- Supports connectivity for locals to get off island for leisure, to study and visit friends and family

- Makes it an attractive place to do and set up business and somewhere it is easy for businesses to attract staff due to the quality of lifestyle and hospitality offering, and connectivity to other business hubs

- Has the potential to makes Jersey a more vibrant place to live for young people

- Provides employment opportunities to all and an alternative career choice to young people

- Contributes positively to the lifestyle of everyone who lives here

- Means there are things to do year-round

- Contributes to a diverse economy

- Provides export revenue in the form of Tourism spend

- Represents an opportunity to showcase our culture and share it with the world

Why is now a critical turning point? Why do we need a strategy?

1. A combination of external economic factors as well as limited oversight from government and lack of clarity on the direction of travel for the sector has led to a loss of investment confidence which is crucial to the continued survival, evolution and revitalization of the hospitality and tourism industry. Whilst this has been felt most acutely during the recent years of Covid, and remains to some extent as we recover and navigate economically turbulent and uncertain times, there were signs of stagnation and uncertainty prior to that, and it is of note that there had been no government strategy for Tourism since 2004.

2. The decline in visitor accommodation bedstock is now reaching critical levels where there is very high risk this could lead to connectivity loss . If airlines are unable to fill seats to a great enough extent to make them commercially viable, they may cease to operate routes to Jersey, a matter which is very much a live topic in conversations between those responsible for managing and restoring the islands connectivity and the airline representatives.

3. Whilst there is work to be done to establish in more detail the likely rate of further hotel and other accommodation closures, we know that without a concerted effort to rectify the situation we are unlikely to see the rate of replacement keep up with the rate of closure, and so we must act with a sense of urgency in order to mitigate the risk of connectivity loss. We want to continue to transform our offering and encourage investment, through a combination of investment in existing stock and development of new product. However, due to a number of market factors, (including cost and availability of land, construction costs, increasing cost of debt, availability of finance, the risk profile of operational property, rising operating costs and the seasonal nature of many operations), it is unlikely the destination will see significant new investment unless we proactively work together to make that happen.

4. We want to have a quality offering across a range of accommodation types and price points in order to appeal to a diverse set of customer needs and to remain relevant in an increasingly competitive environment, particularly where we know we will not be positioned as a cheap or mass market destination. We know there is growing consumer appetite for unique experiences and offerings, yet some of our product lags and remains generic, or is not clear on its positioning and requires differentiation in order to appeal to a clear target market. As we continue to move towards being a destination focused on value rather than volume, we need to ensure all product moves in that direction. This doesn't mean everything needs to be luxury or upscale, far from it - in order to maintain connectivity we know that some order of volume is necessary, and becoming too expensive or exclusive as a destination could lead to further decline and reduce the potential pool of demand we are able to tap into.

5. We also know there is work to be done in order to improve the experience for the digitally savvy and connected consumer of the future, to ensure we both capture their interest before they visit, and provide them with the information, maps, experiences, communication options, payment systems and on-island engagement they expect when they are here. There is also significant opportunity for businesses to embed technology much deeper into their operations and for business leaders and decision makers from across industry and government to harness the potential of data.

6. We want to continue to drive productivity growth through a combination of reducing seasonality, increasing automation, and business modernization, which will enable business owners and operators to be sustainable and financially viable for decades to come.

7. With travel forecast to continue to grow globally and remaining high on consumer priority lists despite the current economic climate, we know there is a significant opportunity to grow the spend of both visitors and islanders if the product is right. The visitor economy has both a direct and indirect impact on so many other parts of the economy and the spend of visitors and the revenues generated by hospitality businesses filters down to many suppliers, producers, partners, and employees that contribute to our overall economic output and a balanced economy for the island.

8. We want to foster collaboration (both within government and externally), and work together on building our future, rejuvenating and revitalizing the industry which we know can continue to contribute very positively to Jersey in the future as a place to live, work and do business.

9. It will require a concerted effort across multiple stakeholders to ensure the potential of the visitor economy of the future is fully understood and exploited, and whilst we recognize there may be areas of tension, differing priorities, or competing for similar resources, if we do not work together to find compromise and points of flexibility and agree on solutions that work for all, we may find the industry is driven into further decline by internal factors, rather than external ones.

10. There is currently a need to work out how best to balance the needs of housing and holiday lets for example, or balancing population and immigration with the need for employees to support economic growth, and we will continue to work together and build relationships in order to resolve these issues in a way that is collaborative, considers the impact on multiple stakeholders, and ultimately does what is right for Jersey in the long-term without being detrimental to a sector we know is essential to the island’s future for the reasons set out previously.

11. We also recognise the need to act now on the issues of sustainability and carbon reduction and acknowledge there is further strategic work to be done in order to move more rapidly in this direction. The industry is still fossil fuel intensive in some areas, and wasteful in others, with monitoring and accreditation limited at a time when consumers are paying increasing attention to this when they travel and in the brands and businesses they choose to purchase from, associate with and work for. We need to ensure we are transparent on our current position and where were aim to be, and put in place a road-map and achievable yet meaningful goals in order for us to remain credible, relevant and attractive as a destination and as an industry.



Our Approach

In order to break down our strategy into manageable parts and to identify the actions needed to implement it, we intend to structure this around 5 key themes:

- Accommodation

- Non-Accommodation Product & Infrastructure

- Digitalization

- Staffing

- Sustainability

It is our intention to develop each of these themes using a framework with the following components:

1. Current position

a. Why is it an issue, why does it need to change, what happens if it doesn’t?

2. Strategy

a. What do we want to see in future?

b. What are our key objectives?

c. How do we break it down into sub-themes or projects?

d. Who /what are the key dependencies /stakeholders?

3. Actions

a. What do we need to do in the short term as part of the current government 2023-2026?

b. What do we need to consider in the longer term (to 2040)?

c. What are the key actions and interventions for Government, ALOs and Industry?

d. How will we measure progress / what are the KPIs?

e. What is the timeline?

f. What are the funding or resource requirements?



We have also identified a number of Critical Success Factors that are essential in order for the industry to function and thrive. These include:

- A planning framework that allows growth in the industry where necessary

- Legislation that is fit for purpose

- Access to financing to enable investment

- Delivery partners that are fit for purpose with clarity on roles and responsibilities and appropriate and sustainable funding mechanisms

These will also be worked through with internal and external stakeholder groups, and in conjunction with other strategic workstreams (eg FEP) where there is overlap.

Government’s Objectives

In order to ensure subsequent work, strategy and policy development, and division of responsibilities under an action plan is clear, it is important to set out upfront what Government’ objectives are for the Visitor Economy, a draft list of which is as follows:

- To drive economic growth

- To increase productivity

- To support a balanced economy

- To contribute to Jersey’s attractiveness as a place to live, work and do business

- To support connectivity to and from the island

- To offer diversity of employment

- To contribute to making Jersey an attractive place for young people

- To positively contribute to the island’s reputation and international reach

Industry in turn will need to identify its own objectives, what they are going to do to achieve them, and where something is preventing that from happening to articulate what government levers need to be activated to overcome barriers.

BLOGS ABOUT TOURISM AND HOSPITALITY IN JERSEY

Unlocking the Potential of Data in Boosting Jersey’s Tourism and Hospitality Sector

https://www.linkedin.com/feed/update/urn:li:linkedInArticle:7097585169733169154/

A data driven vision of volume and value in Hospitality and Tourism

https://www.linkedin.com/feed/update/urn:li:linkedInArticle:7097514809734131714/

What creates confidence in Hospitality and Tourism

https://www.linkedin.com/feed/update/urn:li:linkedInArticle:7097511722546032640/

The Role Of Government Is Not As A Driver

https://www.linkedin.com/posts/timhjrogers_businessmentor-businessadvice-businesscoach-activity-7094628140026601472-AzuI

TEDTALKS ABOUT TOURISM AND HOSPITALITY

How to save tourism from itself

https://www.ted.com/talks/doug_lansky_how_to_save_tourism_from_itself

Towards a More Inclusive Tourism

https://www.ted.com/talks/nagore_espinosa_towards_a_more_inclusive_tourism

Tourism On the Line

https://www.ted.com/talks/tina_o_dwyer_tourism_on_the_line

How the tourism industry can be responsible for its environmental footprint

https://www.ted.com/talks/sean_nino_how_the_tourism_industry_can_take_responsibility_for_its_environmental _footprint?language=en

Sustainable Tourism - A modern eco friendly perspective on tourism

https://www.ted.com/talks/sumesh_mangalasseri_sustainable_tourism_a_modern_eco_friendly_perspective_on _tourism

IS BEING POSITIVE THE BEST THING?

Both "being positive" and "being negative" have their roles and contexts, depending on what the goals are and the responsibilities involved. Here's a more nuanced look at your two questions:

QUESTION 1: WHEN LOOKING TO MAKE MONEY FROM AN OPPORTUNITY, IS IT BETTER TO BE POSITIVE OR NEGATIVE?

In financial or business opportunities where the risks and consequences belong to others (e.g., as an investor or consultant), having a balanced approach can be beneficial:

Being Positive: Optimism can help you see opportunities that others might miss. You might be more willing to take calculated risks, and your positive outlook can even inspire confidence in others, leading to more opportunities.

Being Negative: A more cautious or skeptical perspective can help you identify the risks and pitfalls that might come with a given opportunity. This can be particularly valuable when the risks and consequences belong to others, as it can help protect you from ethical lapses or legal issues.

So, rather than being purely positive or negative, you might aim to be realistically optimistic while conducting rigorous due diligence.

QUESTION 2: WHEN BUILDING SYSTEMS THAT AFFECT HUMANITY, THE PLANET, CLIMATE, AND ECOLOGY, IS IT BETTER TO BE POSITIVE OR NEGATIVE?

When you're dealing with systems that have broad societal or ecological impact, the stakes are incredibly high, and both optimism and caution have important roles to play:

Being Positive: A positive mindset can be important for driving innovation and inspiring people to achieve something meaningful. Solving big problems often requires the belief that solutions are possible.

Being Negative: In these contexts, what you refer to as "being negative" might better be described as being cautious, rigorous, or skeptical. When the potential impact is broad and profound, caution and rigorous testing are essential for avoiding unintended negative consequences.

In these scenarios, it's often useful to engage in "systems thinking," where you try to anticipate the various ways in which a system could interact with other systems and affect different stakeholders, including non-human ones like ecosystems.

In summary, neither unbridled positivity nor unyielding negativity is generally the "best" approach in either context. A balanced perspective, which incorporates both optimistic drive and cautious risk-assessment, is often the most responsible and effective strategy.

Thinking Feeling Being
https://www.linkedin.com/company/thinkingfeelingbeing
We support people and organisations achieve their goals through facilitation, workshops, mentoring, mediation and sharing change resources

#mediation #coach #mentor #philosophy #psychology #purpose #thinking #feeling #icfcoach #coaching #facilitation, #workshops, #mentoring, #mediation #changeresources

Tim@ThinkingFeelingBeing.com
Mob 447797762051
https://www.linkedin.com/in/timhjrogers/

THE RELATIONSHIP BETWEEN THE PERSON AND THE SYSTEM, PERSONA AND ROLE.

Is change management too much focused on putting out organisational fires, turning up with a metaphorical bucket of water when what is needed is an architect that designs structures and cultures that do not catch fire. Additionally is corporate Purpose, a help, hindrance, distraction or central focus for people, process, politics, performance, public and planet.

I suspect Purpose like Well-being is a well intentioned initiative that is there to encourage for commitment,  alignment, compliance and performance, but pushing the responsibility for anxiety, stress and burn-out onto the individual who must be both resilient and productive, managing both work and life, to maximal effect for corporate and personal success.

It could be argued that this is all systemic, and the idea that the individual has much agency seems naive. This provokes a conversation about John Adair's Action Centered Leadership of Role, Task, and Organisation alignment or perhaps Halina Brunning's  Six Domains Of Executive Coaching. Both explore the relationship between the person and the system, persona and role.

Brunning's  six domains are contemporaneously present during the executive coaching sessions and constitute legitimate and appropriate focus of work

a) the client’s personality
b) the client’s life story
c) the client’s skills, competencies, abilities and talents
d) the client’s aspirations, career progression  so far and future directions thereof
e) the client’s current workplace environment in which they perform
f) their current organisational role

It certainly seems to me that talking about organisational change without understanding individual role, persona and system is a bit like putting out fires rather than removing inflammable materials and incendiaries. The latter best understood using the Power, Threat, Meaning, Response Framework that impacts upon people's perception and behaviour as opposed to Kotter's 8 steps to successful change which is akin to painting by numbers. The picture gets painted but people are a resource, ostensibly form filling rather than creating or innovating.

Thinking Feeling Being
https://www.linkedin.com/company/thinkingfeelingbeing
We support people and organisations achieve their goals through facilitation, workshops, mentoring, mediation and sharing change resources

#mediation #coach #mentor #philosophy #psychology #purpose #thinking #feeling #icfcoach #coaching #facilitation, #workshops, #mentoring, #mediation #changeresources

Tim@ThinkingFeelingBeing.com
Mob 447797762051
https://www.linkedin.com/in/timhjrogers/

There is no culture. There are cultures.

 

People talk about organisations culture as if organistions have one. But they dont. If culture is everything you say, and everything you do, plus how and why [as opposed to a strap-line of intent] then obviously changing content, context, participation and location will effect culture.

This is not a surprise to anyone who knows the working environment in one department, office or town is different from another even within the same organisation. Moreover the same people at work may be different at five-a-side football or beach BBQ.

Even leadership is contextual. Some people make better war time than peace time  leaders. Others are great innovators and start-up entrepreneurs and others beter for scaling and building or turn-around.

So we have a turbulent mix of any factors without yet even considered product, price, purpose, profits or suppliers, competition, customers, markets or regulators.

It seems to  me that we need to understand complex adaptive systems and their non-linear catalytic responses to interventions. A nudge on one area may have more effect than a shove in another. Hearts and Minds may be important for some Pay and Conditions for others. Assuming that a great Product or Purpose is enough, or Policy and Processes, or even Opportunity and Leadership may be true at some times and in some cases, but these may also be investments with low ROI.

Spiral Dynamics is a theory of human development and cultural evolution that was originally developed by Dr. Clare W. Graves and later expanded by Don Beck and Christopher Cowan. The theory uses different colors to represent various stages or "memes" of psychological and cultural development.

Beige (SurvivalSense): Basic survival and fulfillment of physiological needs. Cultural Response: Minimal social structure, largely tribal and family-based systems that focus on immediate survival needs.

Purple (KinSpirits): Magical, animistic belief systems centered around tribe and ritual. Cultural Response: Tribal societies with strong emphasis on tradition, ritual, and superstition to ensure group safety and well-being.

Red (PowerGods): Egocentric and domineering, seeking immediate gratification and power. Cultural Response: Hierarchical and authoritarian systems such as feudal societies, where might makes right.

Blue (TruthForce): Rule-based, order-seeking, driven by a sense of right and wrong, often religious. Cultural Response: Structured societies with laws, codes of ethics, and often a central religious framework; think Medieval Europe or conservative religious communities.

Orange (StriveDrive): Achievement-oriented, seeking success, innovation, and material wealth. Cultural Response: Capitalistic societies, industrial revolutions, and the entrepreneurial spirit that values competition and innovation.

Green (HumanBond): Communal, seeking peace, social justice, and community. Cultural Response: Social democracies, civil rights movements, and community-based solutions focused on equality and fairness.

Yellow (FlexFlow): Systemic thinkers, integrate multiple perspectives, values functionality. Cultural Response: Increasingly networked societies that value both individuality and collective well-being, often driven by technology and global awareness.

Turquoise (GlobalView): Holistic, sees the interconnectedness of all life, focused on the well-being of Earth.Cultural Response: Emerging global or cosmic culture that integrates spirituality, science, and humanitarianism for the benefit of all life forms.

Coral and Beyond: Less well-defined, but generally considered to be stages of even more complex and nuanced understanding.Cultural Response: Hypothetical future societies that transcend current limitations and embody a higher level of global or even cosmic consciousness.

Take a hypothetical example.

A government may be RED with command and control politicians looking to exert policy and process over failing institutions. This is partly to demonstrate leadership and placate the public and media as much as it is an demonstration of their heroic value to everyone who might call upon their local politician.

A public service institution or quango may also be entrepreneurial ORANGE in an effort to find new revenue streams separate from the public purse. As subject matter experts they may resent or resist the political intervention albeit at the risk of the leadership being replaced with people more compliant and compatible.

That same institution may also be BLUE in their pursuit of reliable and dependable systems and services, processes and procedures, particularly for those that are regulated or indeed regulators.

Change Managementin this context requires different styles and inventions particularly where one may expect the BLUE to be more ORANGE or vice versa or indeed the RED to be seen the grown-up adult or problem parent. The first step must be a better undestanding of the starting point, rather than a distant focus on a destination that is unlikely to be shared if each is operating from a different paradigm.

Adapt Consulting Company
https://www.linkedin.com/company/adapt-consulting-company
We deliver projects and change, and improve the confidence, capacity, drive and desire of the people we work with. We understand data, technology and process and support people to drive performance and progress for purpose, profit and planet.

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

Tim@AdaptConsultingCompany.com
Mob 447797762051
https://www.linkedin.com/in/timhjrogers/

Metacrisis

Metacrisis thoughts

Key points

Global economy is largely about productivity and wealth and generally at the expense of the environment and of species which are both regarded as a resource to be controlled and/or consumed.

Most technologies are an "arms race" if you don't take part you loose (in the short term) and if you do take part you loose (in the long term). The trick for most is to exploit the opportunity, exit and leave the implications to others.

Many good ideas have bad side effects, the problem is there are fewer winners for the former and more losers for the latter. That is how wealth is transferred, and the purpose of the Global economy is to incentivise that transfer as a reward for ingenuity.

Our consumption of natural resources outstrips its replacement and whilst the planet will continue it seems clear that sustaining 7billion people on the current trajectory is not going to be a possibility.

Some may feel this is all reversible or recoverable like refreezing ice in an oven. Others feel the future of humanity is adapting to life in an oven by adopting new technologies (whilst nature becomes inhospitable, species die, and natural resources run out)

AI is simply an accelerant, enabling faster decisions, more extraction, greater productivity and wealth. Intelligence without wisdom. Consumption without consequences (AI doesn't have children, countries, conscious nor does it feel hungry, sad, or uncomfortably hot) But it will coach you to think positive.

Metacrisis resources

Daniel Schmachtenberger "Artificial Intelligence and The Superorganism" | The Great Simplification
https://www.youtube.com/watch?v=_P8PLHvZygo

Daniel Schmachtenberger on AI Accelerating the Metacrisis
https://www.youtube.com/watch?v=NfMozC3zNH4

Iain McGilchrist: "Wisdom, Nature and the Brain" | The Great Simplification
https://www.youtube.com/watch?v=dogVQDydRGQ

Eliezer Yudkowsky - Why AI Will Kill Us, Aligning LLMs, Nature of Intelligence, SciFi, & Rationality
https://www.youtube.com/watch?v=41SUp-TRVlg

How much do people change organizations or organizations change people?

Scenario 1

In some organisations people (politicians, board, management or leadership) make a profound effect to strategy, style skills, systems and services. Ostensibly one change (of people) is a catalyst for significant transformational change (of the organisation)

Scenario 2

In other organisations people even 100% change of people (politicians, board, management or leadership) on many different occasions seems to make no impact on the organisation and the system / culture prevails, despite each successive heroic effort and well intended change programme.

What are the factors that contrast scenario 1 and scenario 2

SCENARIO 1: TRANSFORMATIONAL CHANGE FOLLOWING LEADERSHIP CHANGE

Agility: Organizations that are agile can adapt more quickly to new leadership directives.

Alignment: Leadership changes are more impactful when there is alignment between the new leader's vision and the organization's mission.

Readiness for Change: If an organization is already primed for change due to internal or external pressures, new leadership can catalyze rapid transformation.

Resources: The ability of an organization to allocate resources to support changes can make a significant difference.

Crisis Situation: Organizations in crisis might be more receptive to drastic changes.

High Involvement: A high degree of involvement and buy-in from staff can enable more effective change.

Leader Charisma: A highly charismatic leader can sometimes single-handedly drive change by inspiring the workforce.

Clear Communication: Effective and transparent communication from the leadership can facilitate smoother transitions.

SCENARIO 2: NO IMPACT DESPITE LEADERSHIP CHANGE

Institutional Inertia: Long-standing traditions, systems, and attitudes can inhibit change.

Complex Bureaucracy: A complex chain of command may dilute the impact of leadership change.

Lack of Alignment: If the organization's mission and the leader's vision are not aligned, changes may be ineffective or even counterproductive.

Employee Resistance: If the existing staff is resistant to change, it can be difficult to implement new strategies.

Limited Resources: Lack of resources can stymie even the most ambitious plans for change.

Mismanagement of Change: Poorly executed change management strategies can undermine leadership changes.

External Constraints: Regulatory, market, or other external factors may limit what changes an organization can actually implement.

High Turnover: If leadership changes are frequent, there may be too much instability to enact meaningful change.

SHARED FACTORS

Organizational Culture: The pre-existing culture can either facilitate or inhibit change, irrespective of leadership.

Stakeholder Pressure: Both internal and external stakeholders can have a significant impact on the pace and extent of organizational change.

Timing: The time at which changes are introduced can affect how they are received and implemented.