Corporate Culture, Self-awareness, and Organizational Change

Two groups of managers in widely different companies §and countries were administered the Human §Synergistics Life Styles Inventory, LSI 1, LSI 2 §and Organizational Culture Inventory, OCI (actual), §as part of change intitiatives. A focal group of 106 §respondents from 911 participants formed the main §sample, 39 variables were derived. The data were §analysed by Pearson s Product Moment Correlation, §Principal Components Analysis and Multiple Linear §Regression Analysis using SPSS. Results identified §intriguing relationships among self-awareness, §corporate culture, and consensual change. Specific §measures of self-awareness in contrast to global §measures are predictive of consensual change, §suggesting that this concept does not exist as a §trait. Generalized benefits attributed to self-§awareness are challenged.The research suggests that §person organization fit offers greater potential for §consensual change than does concern with corporate §culture type. Relationships support theoretical §behaviour models; including Self-regulation of §Behavior Theory, Social Cognitive Theory and the §integrative social-psychological model of self-§assessment.