ABSTRACT
This chapter explains culture change, obstacles to culture change, constructively dealing with resistance, planning for change. 'Culture change' may be defined as a fundamental shift in attitudes and behaviours in an organisation that eventually becomes self-sustaining and independent of management systems and/or individual champions. The following characteristics are important aspects of an organisation's 'culture': dominant styles of communication, dominant thinking styles, decision making styles, experience of change, company, scale and uniformity of the organisation. Some of the most commonly heard reasons for not adopting environmental improvement initiatives include: not enough time, too expensive, no benefit to the organisation. Resistance is a natural response and instead of thinking about 'overcoming obstacles', thinks about 'supporting employees' through the change. Key principles of support might include: what does it mean for me, hearing it from the right person, covert resistance. This chapter is the essential guide for students who preparing for the IEMA Associate Membership Exam and NEBOSH Diploma in Environmental Management.
