Diagnosing and Changing Organizational Culture provides a framework, a sense–making tool, a set of systematic steps, and a methodology for helping managers and their organizations carefully analyze and alter their fundamental culture. Authors Cameron and Quinn focus on the methods and mechanisms that are available to help managers and change agents transform the most fundamental elements of their organizations. The authors also provide instruments to help individuals guide the change process at the most basic level—culture. Diagnosing and Changing Organizational Culture offers a systematic strategy for internal or external change agents to facilitate foundational change that in turn makes it possible to support and supplement other kinds of change initiatives. In Diagnosing and Changing Organizational Culture, the authors Discuss the importance of understanding organizational culture and its place in facilitating or inhibiting organizational improvement efforts Provide an instrument for diagnosing organizational culture and include instructions for how to complete and score the instrument Illustrate how organizations have designed a strategy to change their current culture to better match their preferred culture Focus on the personal change needed to support and facilitate culture change Provide an instrument that helps managers identify the key competencies they will need to develop or improve in order to foster organizational culture change Include suggestions for initiating culture change in each of four types of cultures—market culture, adhocracy culture, clan culture, and hierarchy culture Offer lists of suggestions for improving management skills and competencies