The next step is to derive the process or processes that can be used to connect attributes of the current culture to attributes of the ideal/desired culture. Another important point made on this site is that organizational change is behavioral change. While it is important to shift values and goals, these shifts are not meaningful in the absence of behavioral shifts.

However, knowing what the desired organizational culture looks like is not enough. Organizations must create plans to ensure that the desired organizational culture becomes a reality.

4. http://www.accilifeskills.com/cognitiverestructuring.php

This website provides a general definition of "cognitive restructuring." This definition underscores both the advantages and weaknesses of this model. A primary strength is that it is a simple, straightforward model. Parsimony is indeed a virtue: Simple models (all else being equal) tend to be stronger and more viable.

Simple models also have significant problems much of the time, and this site also demonstrates that. While there is a certainly a relationship between cognitive model and behaviors, that relationship is complex. The author argues that the relationship between the conscious and the subconscious is as...

But it is certainly not the whole truth.
5. http://www.entarga.com/orgchange/lewinschein.pdf

This website examines some of the key aspects of the concept of what researchers have called "survival anxiety." We are generally taught that anxiety is a bad thing. There is a great deal of energy devoted on both individual and cultural level on how to reduce anxiety. This makes sense to some extent: Too much anxiety can be psychologically paralyzing as well as physically harmful.

However, it is also true that all change of any significance will produce anxiety. And it is also true that change is needed. Therefore, part of what is required on both the individual and organizational levels is a way to assess what change is needed and beneficial -- and then to institute ways in which to work through the necessarily accompanying anxiety. The author presents a model in which an individual (although this could also work on the organizational level) first "unfreezes" old patterns (thus reducing anxiety), then institutes change. Finally, the individual "refreezes" the newly instituted changes in place.