Larman's Laws of Organizational Behavior - Revision history

Clarman at 09:35, 13 October 2022

2022-10-13T09:35:48Z

Clarman at 15:21, 4 November 2020

2020-11-04T15:21:47Z

Clarman at 15:21, 4 November 2020

2020-11-04T15:21:03Z

Clarman at 15:20, 4 November 2020

2020-11-04T15:20:30Z

Clarman at 15:17, 4 November 2020

2020-11-04T15:17:44Z

Clarman at 15:16, 4 November 2020

2020-11-04T15:16:19Z

Clarman at 00:15, 27 December 2019

2019-12-27T00:15:29Z

Clarman at 12:49, 11 September 2019

2019-09-11T12:49:36Z

Clarman at 19:02, 30 August 2019

2019-08-30T19:02:44Z

Clarman at 19:00, 30 August 2019

2019-08-30T19:00:47Z

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-==== 4. As a corollary to (1), if after ''changing the change'' some managers and single-specialists are still displaced, they become “coaches/trainers” for the change, frequently reinforcing (2) and (3). ====
+==== 4. As a corollary to (1), if after ''changing the change'' some managers and single-specialists are still displaced, they become “coaches/trainers” for the change, frequently reinforcing (2) and (3), and creating the false impression ‘the change has been done’, deluding senior management and future change attempts, after which they become industry consultants. ====
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-==== 5. (in large established orgs) Culture follows structure. And in tiny young orgs, structure follows culture. ====
+==== 5. (in large established orgs) ''Culture follows structure''. And in tiny young orgs, structure follows culture. ====
 Elaboration:
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@@ Line 18: / Line 18: @@
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-==== 5. (in large established orgs) Culture follows structure. And in tiny young orgs, structure follows culture ====
+==== 5. (in large established orgs) Culture follows structure. And in tiny young orgs, structure follows culture. ====
 Elaboration:
 <br>

@@ Line 18: / Line 18: @@
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-==== 5. (in large established orgs) Culture follows structure. ====
+==== 5. (in large established orgs) Culture follows structure. And in tiny young orgs, structure follows culture ====
 Elaboration:
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-First OTOH, in tiny young orgs, Structure follows culture.
+A longer form is, ''In big established groups, culture/behavior/mindset follows and is influenced by changes in the organizational system and design.'' That is, in large established organizations, if you want to really change culture, you have to start with changing the organizational system (groups, teams, roles and responsibilities, hierarchies, career paths, policies, measurement and reward mechanisms, etc), because culture does not really change otherwise. Said another way, the organizational system is strongly influential on mindset and behavior.
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 ==== 5. (in large established orgs) Culture follows structure. ====
-Elaboration on law 5:
+Elaboration:
 First OTOH, in tiny young orgs, Structure follows culture.
 <br>
 A longer form is, ''In big established groups, culture/behavior/mindset follows changes in the organizational system and design.'' That is, if you want to really change culture, you have to start with changing the organizational system (groups, teams, roles and responsibilities, hierarchies, career paths, policies, measurement and reward mechanisms, etc), because culture does not really change otherwise. Said another way, the organizational system is strongly influential on mindset and behavior.
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 The systems-thinking advocate John Seddon also observed this: "''Attempting to change an organization’s culture is a folly, it always fails. Peoples’ behavior (the culture) is a product of the system; when you change the system peoples’ behavior changes.''"
 <br>
 This is an observation in big established organizations; in contrast, in small start ups, it's the reverse: structure follows culture. That is, the (probably simple and informal) organizational design reflects the mindset and culture of the small number of members in the start up. As the organization grows, at some point it usually reverses to culture follows structure.
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 And "culture follows structure" (in large groups) is why purely “mindset” approaches such as organizational learning are not very sticky or impactful by themselves in large groups, and why frameworks such as Scrum (that have a strong focus on structural change at the start) tend to more quickly impact culture — if the structural change implications of Scrum are actually realized.
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← Older revision		Revision as of 00:15, 27 December 2019
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	__NOTOC__		__NOTOC__
−	([https://medium.com/scrumorganico/las-leyes-de-larman-sobre-comportamiento-organizacional-a9f8a1ec127f Spanish translation])([https://habrahabr.ru/company/scrumtrek/blog/320832/ Russian translation]) ([https://scrummaster.jp/larmans-laws-jp/ Japanese translation])([https://iranagile.github.io/larmans-laws-fa/ Persian/Farsi translation])([https://www.qagile.pl/scrum/prawa-larmana-zachowaniach-organizacji/ Polish translation])	+	([https://medium.com/scrumorganico/las-leyes-de-larman-sobre-comportamiento-organizacional-a9f8a1ec127f Spanish translation])([https://habrahabr.ru/company/scrumtrek/blog/320832/ Russian translation]) ([https://scrummaster.jp/larmans-laws-jp/ Japanese translation])([https://iranagile.github.io/larmans-laws-fa/ Persian/Farsi translation])([https://www.qagile.pl/scrum/prawa-larmana-zachowaniach-organizacji/ Polish translation])([https://www.linkedin.com/pulse/leis-de-larman-sobre-o-comportamento-organizacional-gutman/ Portuguese translation])

← Older revision		Revision as of 12:49, 11 September 2019
Line 1:		Line 1:
	__NOTOC__		__NOTOC__
−	([https://medium.com/scrumorganico/las-leyes-de-larman-sobre-comportamiento-organizacional-a9f8a1ec127f Spanish translation])([https://habrahabr.ru/company/scrumtrek/blog/320832/ Russian translation]) ([~~http~~://~~seattlescrum~~.~~com~~/~~Larman's~~-~~Laws~~-~~(%E6%97%A5%E6%9C%AC%E8%AA%9E)~~/ Japanese translation])([https://iranagile.github.io/larmans-laws-fa/ Persian/Farsi translation])([https://www.qagile.pl/scrum/prawa-larmana-zachowaniach-organizacji/ Polish translation])	+	([https://medium.com/scrumorganico/las-leyes-de-larman-sobre-comportamiento-organizacional-a9f8a1ec127f Spanish translation])([https://habrahabr.ru/company/scrumtrek/blog/320832/ Russian translation]) ([https://scrummaster.jp/larmans-laws-jp/ Japanese translation])([https://iranagile.github.io/larmans-laws-fa/ Persian/Farsi translation])([https://www.qagile.pl/scrum/prawa-larmana-zachowaniach-organizacji/ Polish translation])

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 ==== 5. Culture follows structure. ====
-Elaboration on law 5: A longer form is, ''Culture/behavior/mindset follows changes in the organizational system and design.'' That is, if you want to really change culture, you have to start with changing the organizational system (groups, teams, roles and responsibilities, hierarchies, career paths, policies, measurement and reward mechanisms, etc), because culture does not really change otherwise. Said another way, the organizational system is strongly influential on mindset and behavior.
+Elaboration on law 5: A longer form is, ''In big established groups, culture/behavior/mindset follows changes in the organizational system and design.'' That is, if you want to really change culture, you have to start with changing the organizational system (groups, teams, roles and responsibilities, hierarchies, career paths, policies, measurement and reward mechanisms, etc), because culture does not really change otherwise. Said another way, the organizational system is strongly influential on mindset and behavior.
 <br>
@@ Line 27: / Line 27: @@
-This is an observation in large established organizations; in contrast, in small start ups, it's the reverse: structure follows culture. That is, the (probably simple and informal) organizational design reflects the mindset and culture of the small number of members in the start up. As the organization grows, at some point it usually reverses to culture follows structure.
+This is an observation in big established organizations; in contrast, in small start ups, it's the reverse: structure follows culture. That is, the (probably simple and informal) organizational design reflects the mindset and culture of the small number of members in the start up. As the organization grows, at some point it usually reverses to culture follows structure.
 <br>

← Older revision		Revision as of 19:00, 30 August 2019
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−	The systems-thinking advocate John Seddon also observed this: "''Attempting to change an organization’s culture is a folly, it always fails. Peoples’ behavior (the culture) is a product of the system; when you change the system peoples’ behavior changes.''."	+	The systems-thinking advocate John Seddon also observed this: "''Attempting to change an organization’s culture is a folly, it always fails. Peoples’ behavior (the culture) is a product of the system; when you change the system peoples’ behavior changes.''"
	<br>		<br>