In some instances a cultural value may not be formed. In such cultures, employees will report that they have no idea that there is a shared value or that there is a group opinion about a particular project value.

Another way to test for a cultural value is to ask members of a group whether or not people tend to agree that an outcome is important. Another strategy is to ask whether or not the group takes a position for or against a practice. People can also be asked about how the culture ranks a particular outcome in comparison with other possible priorities.  

Unless the desired shared values are already in place, culture change involves shifting the value system. There are many strategies to market and persuade. The following direct approaches often succeed in shifting cultural values:

• Measure individual attitudes toward project values and then publicize any indication that people privately agree that the desired cultural values are worthwhile.

• Raise the visibility of individual, group and organizational benefits. This strategy can be particularly powerful when newly emerging or less visible benefits have been identified.

• Have organizational leaders share their enthusiasm for the project values.

• Tell how such values have greatly benefited some comparison organization or a subgroup within your organization.