Cultural Change and Environmental Management System Implementation

Effectively implementing an environmental management system involves changes in organisational processes.

This involves both organsational and individual attitude changes. Collective change in attitude within the organisation brings about an entire shift in the cultural paradigm within which the company operates.

Successful implementation of the environmental management system is highly dependent on the level of commitment, ownership, involvement and motivation of all empoyees within the organisation.

Change Management

The following list outlines some of the important issues and dynamics for consideration by those who will be implementing the environmental management system.

• Cultural change is normally slow - a management system may take between 6 months and 3 years to develop and implement.
• When we talk of the need for 'cultural change' and/or 'attitudinal change', we normally think this applies to other people. Change must start with individuals and personal change.
• People commit themselves when they (1) believe in the worthiness of the change goal; and (2) feel involved and can contribute to the change.
• There must be trust and excitement rather than fear.
• The psycholical rewards (e.g. recognition, self-esteem) and material rewards (prizes, $) for changing must be greater than for maintaining the status quo.
• There must be a process whereby experimentation can occur. People need to be able to try things out, reflect upon the results and share their experiences with others in a non-threatening environmental ie..they should be allowed to fail occasionlly.
• The responsibility for successful change management does not rest solely with the Management Representattive. Successful change management is everyone's responsibility.
• Employees should be 'managers'. Managers should be leaders and support their team.