| This case study describes a culture transformation in a local government airport system. The organization under review implemented several significant organizational, physical and operational changes. The culture transformation project was initiated in tandem with planned physical, operational, and organizational changes, which called for a more informed, empowered, and supportive workforce. This project illustrates how the organization was explicit about its culture through management action, numerous programs, training sessions, and seminars, and then evaluates these efforts.The researcher was hired as the organization's Training Officer after the leaders had developed the Vision, Mission, Values, and description of their desired culture. As an internal consultant, the researcher's role was to assist the organization with its transformation into the one described by the desired culture documents. The primary goal was to transform the culture. The secondary goal was to research the transformation process and provide additional knowledge to the Organization Development field.The culture transformation efforts are illustrated through the Action Research Consulting Model. The organization continuously and sometimes simultaneously engaged in several cycles of the Action Research process as it worked to achieve its vision and mission and have alignment with its espoused values. The researcher, as a member of the organization, continuously engaged in reflection with other organization members to redesign the process as emergent needs and changes in the environment dictated.After analyzing the data and reflecting on personal experiences, it is clear that the culture dramatically changed. Previously it was a typical government organization, focused on maintaining the status quo and characterized by unmotivated workers with complacent attitudes. It transformed into a business-like government entity focused on growth and providing industry best customer service.The culture transformation was made possible by the Director's and other organization leaders' commitment to change, consistency in applying the culture concepts, open and frequent communication, and constant reinforcement through everyday actions and customized programs. The researcher presents a model titled the Four C's to Create Corporate Culture Change, which encompasses these aspects, as well as the steps taken in the culture transformation process. |
