Elmer H. Burack’s research while affiliated with University of Illinois Chicago and other places

Human Resource Development (HRD) has a crucial, challenging role to play in successfully ‘orchestrating’ strategic culture change. Organization culture change has been attempted increasingly, unfortunately, quite often with poor results. Misapplication or poor understanding of culture structures and processes and its built-in ‘mechanism’ resisting change have contributed to these abuses. Widespread use of short range thinking and quick-fix solutions, lack of data on organizational processes, or failure to deal initially with more basic business problems have added further to these difficulties. This paper based on our research and consultive experiences, presents a framework for approaching and dealing with culture change models from our studies as well as selected literature based studies.