From the Profane to the Sacred: Small Groups as Vehicles for Cultural Change

achieved action approaches argue arise assumptions attempt attention attitude Australian aware basic become behaviour beliefs chief executive choose collective common consider corporate create cultural change described designed develop effect effort event example experience follow forces function future given goals groups happens helping human identify identity implementation important individualism influence interest interventions involve issues larger leadership less Limerick limits maintain managers meaning move nature Network organisation's organisational change organisational culture paradox participation particularly person planned political possible problems processes question recent relationships response result role second watershed seems senior sense shared side similar situations skills skunk small groups social solutions sometimes stories strategies structures successful superiors symbols taught techniques theory things unconscious understanding usually values vehicle vision whole