Here, the organization's mission and core values are developed to make sure they address all important issues of the organization Rosenthal & Masarech, 2003() The second step was communication whereby the Navy made sure all members of the organization were well aware of the mission and core values by hanging them in every corner of the organization. This made sure that nobody in the organization was left out of understanding the new mission and values of the Navy. Two-way dialogue was also encouraged whereby any members who felt they needed to add more information or get clarification were allowed to do so with the management Rosenthal & Masarech, 2003()

The third step is that of modeling the change itself. Here, it includes the activities of demonstrating that the new mission and values of the organization need to be upheld and followed. This step begins from the top where the management needs to lead by example. For the Navy, this is what happened. The management was instrumental in leading the changes into adopting the new mission and values. This made it extremely easy for the other members of the organization to follow suit Rosenthal & Masarech, 2003()

The fourth step is the alignment of the practices of the organization to the new mission and values. Here, the management needs to evaluate any areas which affect the high performance culture of the organization. In the Navy, it was discovered that two areas were most significant. The first one was management of performance. Here, the appropriate measures for evaluation and accountability were devised. The second area was the decision making process which was...

This is the last step in the achievement and sustenance of the high performance culture of the organization. It includes inspiring leaders to achieve more than just communicating and modeling the organization's values. This process needs to be desired to also inspire the members of the organization to feel at home in the organization and to actively own the organization and its culture and goals. When the members of the organization feel they are one with the organization, its goals and objectives, they are more likely to work harder toward the achievement of a high performance culture in the organization Rosenthal & Masarech, 2003()
References

Elsbach, K.D., & Bhattacharya, C.B. (2001). Defining Who You Are by What You're Not: Organizational Disidentification and the National Rifle Association. Organization Science, 12(4), 393-413.

Grant, R.M. (1996). Prospering in Dynamically-Competitive Environments: Organizational Capability as Knowledge Integration. Organization Science, 7(4), 375-387.

Rosenthal, J., & Masarech, M.A. (2003). High-Performance Cultures: How Values Can Drive Business Results. Journal of Organizational Excellence, Spring (2003).

Schein, E.H. (1985). Organizational Culture and Leadership: A Dynamic View. San Francisco, CA: John Wiley & Sons, Incorporated.