Answer:
I would talk to my friend and try to come to an agreement so that he or she would pay half the repairs the sofa would need.
Explanation:
Although animals are unpredictable and my friend is not to blame for the damage his cat did to my sofa, the cat is my friend's responsibility, just as it was my responsibility to look at what the cat was doing and prevent him from destroying anything .
As we cannot charge the cat to pay for the damages it caused, the best option would be to enter into an agreement with my friend and ask him to pay half the repair that his cat caused.
If i could choose any profession, i would choose to study medicine.
C: He fell in love with Marina, whose eyes were very blue.
Changing culture thus requires change at the beliefs level, which is often substantially more difficult than changing business processes or information systems. To complicate matters, there may be an overall company culture and sub-cultures across groups that can sometimes be in conflict.
Culture is like an iceberg. The part that can be seen above the waves reflects the isolated behaviors and outcomes that can surprise and sometimes frustrate incoming executives. The bulk of it, though, the submerged part, comprises the “shared beliefs and assumptions” that are often shaped over generations and can sometimes punch a hole through titanic corporate initiatives.
That is why changing organizational culture can be both a priority and a challenge. It is also why many executives find it difficult to precisely articulate and deal with culture. Indeed, Deloitte’s Global Human Capital Trends 2016 report,1 based on a survey of more than 7,000 business and human resources leaders, found that 82 percent of respondents view “culture as a potential competitive advantage,” while only 28 percent believe they “understand their culture well,” and 19 percent believe their organization has the “right culture.”
Little wonder that not systematically understanding culture and addressing change when needed can undermine leadership success and corporate performance. In this issue of CFO Insights, we outline some straightforward ways in which executives in general and incoming executives, in particular, can diagnose the prevailing culture and, when needed, ways in which they can work across the C-suite to drive cultural change.
Download the CFO Insights. Culture shift: Changing beliefs, behaviors, and outcomes.
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