TRANSFORMATION OF ORGANIZATIONAL BEHAVIOR AND CULTURE AS A PRECONDITION FOR SUCCESSFUL CHANGE IMPLEMENTATION

Abstract

The article explores the relationship between the transformation of organizational behavior and organizational culture in the process of implementing organizational change. The purpose of the paper is to conceptualize this relationship and identify the conditions that enable new behavioral patterns to become established and integrated into organizational practice. It focuses on the aspects of open communication, alignment of priorities, constructive disagreement, learning, coaching, and feedback in supporting new patterns of organizational behavior. The research shows that organizational dysfunctions, communication barriers, unclear authority, insufficient competencies, excessive workload, and discrepancies between strategic intentions and everyday practices may impede change implementation and contribute to organizational conflicts. Based on the analysis of conceptual approaches and practical cases, the authors develop a model comprising five stages: diagnosis of problems and dysfunctions; alignment of strategic priorities; transformation of managerial and behavioral practices; support and enforcement of new behavior; and integration of new practices into organizational culture. The proposed model reflects a sequential transition from identifying organizational dysfunctions to developing new behavioral practices and integrating them into the organizational culture. Each stage, in turn, performs a specific function in ensuring that the changes are sustained, while behavioral transformation serves as the direct mechanism linking managerial decisions to cultural change. The article demonstrates that cultural transformation occurs primarily through the consistent enactment of new behavioral practices rather than merely through the declaration of new values. Their continued adoption depends on ongoing support through training and coaching, feedback, as well as the availability of appropriate procedures, sufficient authority, and time. Open communication, constructive disagreement, and joint problem-solving contribute to the early detection and resolution of contradictions, thereby serving a preventive role in conflict management. The proposed model provides a basis for further empirical research into behavioral and cultural mechanisms underlying lasting organizational change.