Critical Synopsis Sopow

CRITICAL SYNOPSIS

Sopow, E 2007, “The impact of culture and climate on change”, Strategic HR Review, vol. 6 no. 2 pp. 20-23.

Organizational culture is the set of values, beliefs and philosophy that are together expressing the self-image of an institution. Even more than dictating behaviors and ways of thinking to newcomers, organizational culture is the intrinsic identity of a company. Besides, with the current changing needs of organizations and the propensity of mergers and acquisitions, the need to change is everywhere. However, in spite of its essential characteristic, culture is the most difficult organizational attribute to change (Schein, 2002). The question remains to understand the impact of culture on change, and its consequences. I think, although sometimes the conditions requires a fast change (e.g., Burning Platform), change in culture should be performed over time with high consideration of employees. In change situations, as a sign of its importance, "people issues" and HRM practices are gaining recognition to help reinforce and change organizational culture (Beaumont, 1994). Due to uncertainty, change in organizational culture can be lived by employees as the sense of detachment a young child felt when separated from his mother (Schweiger, 1987). This means the difficulties employees feel when change is implemented. As Sopow (2007) highlighted in his article, change in the culture (long term basis) have to be made "over time" thanks to change in organizational climate (day-to-day basis). Lewin's change management model (1947) where focus is set on the unfreezing stage is taking back the importance of time, motivation and preparation to change. As a Maslow hierarchical need (1943), reducing uncertainty in change process will satisfy safety needs of employees and can lead to self-actualization. Therefore, taking time is necessary and