So we're going to have a look at now for a few minutes is how to change your culture. So we've looked at how you could identify what your culture is like. We want to think now about the really important bit about changing it. So let's just remind ourselves of what a culture is. It's the way things are done around here. It's a set of collective values, beliefs and assumptions.

And it's accepted norms of behavior. So it's going to pause for thought before we start looking at a process for doing some call to change. Just wanted to bring your attention to this. It's called the fundamental attribution error. And it's worded in in slightly different ways. But this in in simple terms is what it what it actually means.

Fundamental attribution error says that part of our psychology is that when we get something wrong, or we fail to meet our targets or fail To deliver our project or maybe behave in a slightly inappropriate way, we've put it down to external factors. So it's because of something that happened to us. It's because of somebody else's behavior, or completely factors beyond our control. So we tend to look at other reasons why that happened. However, when somebody else gets something wrong, or fails to meet their target, or fails to deliver their project, or maybe behaved in a slightly inappropriate way, we see that as evidence of an internal personality flaw. So that's something to deal with them.

Now, the reason this is quite important is because as managers, we are absolutely at the mercy of the fundamental attribution error. So it's easy for us to throw our hands up and think Well, the reason why our culture is one that doesn't care about quality or doesn't care about safety is down to the people. It's their fault. It's their behavior, what can we do to change it? Nothing. Is that's kind of a recipe for despair.

And we're never going to change anything. The problem with it is not only is it an attribution error, it also means that we kind of feel like there's nothing we can do about it because it's down to their personality. So it's just worth being aware of that. Now, if you're sat here watching this video thinking to yourself, Well, I don't do that. Well, denial of the fundamental attribution error is a second thing that you might want to think about. So it's actually something that we all tend to have as a possibility.

So when it comes to call to change, I suppose what we're saying here is we also need to look at ourselves, because there might be things that we as managers or organizations are doing, that's encouraging the behavior that we don't. Right. So now we're going to have a look at two different approaches really to culture change. We could either approach culture change or a mindset essays. It's all about top down change. It's all about managers, leaders, getting their act together, creating a really clear vision of what the culture should be, and rolling that out driving that down so that people behave in the right way.

Other people might say, Well, you can't really do that. It's all about bottom up culture change, you've got to get the workforce themselves, the teams, employees themselves to identify what needs to be done, and actually make the change themselves because you can't do it from the top down. So question then is which approach is best? Should we approach culture change from a top down management lead? Or does it need to be bottom up organic culture change? So here's a couple of them comfortable facts in relation to that.

You can't roll out culture change. So as managers we're used to rolling out software or introducing a new system or process. You can't do that. Culture, you can't just decide this is how we're going to do things. And we'll now roll it out. But on the other hand, leadership is really important.

Because the example that managers set will definitely set the agenda. So of course, it's a balance. So from the top down perspective, it's all about what the managers want and the vision of the business and how people are going to do things, and trying to get people to buy into that you're going to struggle. On the other hand, if you try to get the workforce to come up with changing what they do, but as managers and leaders and as the business itself, we don't support that by what we do, and how we drive behaviors, then again, we're not going to get the result we want. So we really need to be looking at it from both perspectives. It's a balance.

So how would you change your culture? Well, I would say come at it from all angles. That's certainly the experience that we've found. So reward the behavior that you You want Okay, so the behaviorist would like you for saying that. So think about the behavior you want and reward the right things. But you know what, the same time, appeal to the head and the heart.

So appeal to people with reason. And think about their values and beliefs and try to align them. But also try to change the narrative. deploy the power of the group and the social elements of change, get people talking about it. Get people investigating the possibilities of being different of doing things different by talking about it, and creating a new narrative. Don't forget the role we play as managers in setting the agenda, in driving behavior and in setting the example