Assess and discuss the below post.Explain why you agree or disagree. Then, share an example from your professional experience to support your assertions.

According to Burke (2024), organizational change is a complex process that requires thoughtful attention to strategy, mission, culture, and human behavior. Burke (2024) emphasized that while values and culture are central to long-term change, focusing first on behavior is the most effective way to achieve lasting transformation. This perspective aligns closely with research and my experience working in a municipal organization.

When a significant shift occurs in an organization's external environment, leadership must adapt by revisiting its mission and strategy. However, altering strategy alone is insufficient unless the accompanying cultural norms also evolve. Culture, often described as "the way we do things around here," is deeply rooted in shared values and beliefs, making it highly resistant to confrontation (Schein, 2017). As Burke (2024) suggested, and as I have observed in my work, trying to change values directly usually provokes resistance, confusion, and low morale. Instead, guiding employees toward new behaviors - clear, observable actions that support new strategic goals - creates an environment where attitudes and values can gradually shift.

In my experience, this principle was evident during a city-wide initiative to improve customer service. Leadership did not begin by lecturing employees about valuing customer satisfaction. Instead, we implemented specific behavioral expectations, such as greeting residents warmly, resolving complaints within 48 hours, and documenting all service interactions. Over time, as employees practiced these behaviors consistently, many began internalizing the importance of service excellence, leading to a genuine cultural shift.

Research supports this behavior-first approach. For example, Kotter (2012) emphasized that successful change initiatives start with establishing new behaviors and reinforcing them through quick wins and visible improvements rather than trying to modify people's mindsets directly. As new behaviors become routine, they eventually reshape organizational culture and values.

Some scholars caution that focusing only on behavior without acknowledging underlying values can create superficial or short-lived change. For instance, Armenakis and Harris (2009) argued that lasting change requires addressing behaviors and employees' emotional commitment to the change effort. While I agree that emotional engagement is critical, my experience confirms that emotional buy-in often follows, rather than precedes, behavior change. Employees are more likely to develop emotional commitment over time by making change feel manageable and achievable through action.

Values and culture serve as the long-term "anchor" for organizational change. While initial behavior changes are important catalysts, sustaining change depends on reinforcing new cultural norms through recognition, leadership modeling, hiring practices, and performance evaluation criteria. Without this reinforcement, old habits can resurface, undoing progress.

Organizational change succeeds when leaders clearly define the desired future culture but focus on shifting behaviors first. This gradual, action-oriented approach builds acceptance, promotes new attitudes, and redefines values. My professional experience and scholarly research confirm that addressing the "change monster" of human emotion starts not with challenging values head-on but with guiding behavior in a purposeful, strategic direction.