ABSTRACT
This chapter discusses the last part of the 'Story of Change', presenting the scientific evidence base of the final six assumptions. Organizational culture can be an effective tool for stimulating performance, but it's difficult and time-consuming to changes the organizational culture. However, goal setting combined with feedback is a powerful tool for change leaders. Employee commitment to change is an essential component of a successful change initiative, and commitment is positively correlated with performance. Financial incentives are an effective way to encourage and improve performance. Self-managing teams perform better in realizing change than traditionally managed teams. The chapter presents clarification on some methodological issues regarding the assumptions about organizational culture. Goal setting and performance feedback provide change leaders with the information they need to successfully manage change and give their organizations a competitive edge in the market. Providing financial incentives to reinforce employees' motivation and subsequent performance is common in management practice and a hot topic in organizational research.
