When you're seeking to change your culture, think "participative," not "imposed from above."
Embrace the AVTAR approach to creating a Rudolph culture. When you're seeking to change your culture, think "participative," not "imposed from above." Laurin and Morningstar describe their "psychology of change" model Boeing managers used (albeit inadvertently; they didn't call it AVTAR but recognized the steps when Laurin and Morningstar shared their model with them):
1. Awareness: Generate awareness of a proposed change.
2. Value: Share information that inspires employees to find value in a proposed change. Until employees recognize for themselves the value in the proposed change, you can't go on to the next step (otherwise, you'd be imposing change, which is the antithesis of creating a Rudolph culture).
3. Thinking: Here, employees begin to bear the burden of responsibility for the proposed change. This "shift in thinking" requires managers to let go of their own agendas and employees to ask questions reflecting their new awareness.
4. Actions: In this stage, responsibility has mostly shifted to employees. New actions and behaviors begin to appear based upon new ways of thinking.
5. Results: Here, results flow organically, a natural outcome of the shift in thinking and new actions and behaviors (not enforced by rewards and punishment).