Given the crucial role of corporate cultural change in shaping behaviour, and the especially powerful effects of group norms, one way to turn around a maladaptive company is to effect cultural change by managing its norms. Even cultural norms that dictate behaviour, opinions style and attitudes, etc., can be brought to the surface, discussed and altered by cultural change initiatives.

Experience of corporate consulting work, has revealed it helpful to have all group members (generally in a cultural change workshop setting) list the actual norms that currently guide their behaviour and attitudes. This can be done for one or many cultural change groups, departments and divisions. Sometimes, it takes a little prodding and a few illustrations to get the process started, but once it begins, cultural change group members are quick to suggest many norms. In fact, they seem to delight in being able to articulate what was never written in any document and rarely mentioned even in casual conversation between themselves.

In an organisation with a culture deeply rooted in the past, some of the norms people list are:

• don't disagree with your boss
• don't rock the boat
• treat women as second-class citizens
• put down your organisation
• don't enjoy your work
• don't share information with other groups
• treat subordinates as incompetent and lazy
• cheat on your expense account
• look busy even when you're not
• don't reward employees on the basis of merit
• laugh at those who suggest new ways of doing things
• don't smile/laugh much
• openly criticise company policies to outsiders
• complain a lot
• don't trust anyone who seems sincere

And, ironically, the one common cultural norm that must be violated in this group process is:

• don't make norms explicit

Other frequently listed cultural norms include:

• don't be the bearer of bad news
• don't say what the boss doesn't want to hear
• don't think of things that are not likely to happen
• don't spoil the party
• don't be associated with an ugly event
• see no evil, hear no evil and speak no evil

As these norms are listed for everyone to see, there is considerable laughter and amazement. The cultural change group members become aware that they have been seducing one another into abiding by these counter productive rules. But no individual made a conscious choice to behave this way; rather, as workers entered the organisation, they were 'taught' what was expected - often in quite subtle ways. The more cohesive the group, the more forcefully the sanctions are applied and the more rapidly the learning takes place. In the extreme case, a highly cohesive group that has been around for a long time has members who look, act, think and talk like one another.

In cultural change training courses delivered when managers and staff listed their norms, it was surprising to discover that most norms cited were negative. In a number of cases, more than 90 percent of the listed norms had at least mildly negative connotations. It may be, of course, that employees felt the presenter was looking for the dysfunctions in their organisations rather than for the adaptive aspects. Then again, maybe many organisations are plagued with a high proportion of negative norms from their bureaucratic cultures.

The next step is for all cultural change group members to discuss where the organisation is headed and what type of cultural change behaviour is necessary to move it forward. Even when a very dysfunctional culture is inherited from the past, individual employees are often aware of the cultural change needed in order for the organisation to adapt and survive. Similarly, they are also aware of what work environment they prefer for their own sanity and satisfaction and how cultural change could achieve it.

A certain amount of planning and problem solving may have to occur before any new directions can be articulated. In cultural change groups that have themselves fallen into a culture rut, members are so absorbed with the negatives that they have not spent much time thinking about or discussing what cultural change initiatives they would prefer. Sometimes, it is helpful to ask them to reflect upon their ideal organisation. If they could design their own from scratch, what would it be like? This generally shows what cultural change could be achieved in the present organisation - often things that are accepted merely because they are traditional.

The third step is for all cultural change group members to develop a list of new norms for organisational success. What new cultural norms, for example, would encourage a more adaptive stance toward the organisation's changing environment? Likewise, what new norms would allow cultural change groups to discuss difficult and uncomfortable issues that affect the long-range success of the organisation? What cultural change norms would bring difficult internal problems out into the open so that they could be resolved?

At this point, employees usually grasp how unwritten rules have affected even dictated their behaviour. They experience a sense of relief at contemplating a new way of life, realising that they no longer have to pressure one another to behave in dysfunctional ways. Through cultural change they can create a new social order within their work groups and within their own organisation. Part of this sense of relief comes from recognising that their dissatisfaction and ineffectiveness are not due to their own incompetence.

In organisations needing to effect cultural change to become more adaptive, flexible and responsive to modern times, some of the cultural norms often listed are:

• treat everyone with respect and as a potential source of valuable insight and expertise
• be willing to take on responsibility
• initiate changes to improve performance
• congratulate those who suggest new ideas and new ways of doingthings
• be cost conscious
• speak with pride about your organisation and work group
• budget your time according to the importance of tasks foraccomplishing objectives
• don't criticise the organisation in front of clients or customers
• enjoy your work and show enthusiasm for a job well done
• be helpful and supportive of other groups in the organisation

New norms that directly pertain to complex and difficult problems include:

• bring uncomfortable issues out into the open
• persist in drawing attention to problems even if others seem reluctant to consider the implication of what you are saying
• listen to other members' viewpoints even if you disagree with them
• encourage zany and bizarre perspectives to insure that nothing important and possible has been overlooked
• make people aware when a topic that should generate a heated