This paper addresses the difficulty of bringing about culture change; it is based on a project that is examining the role of design management in the context of large one-off projects in the mining and construction industries. A model of culture taking into account technology, values and organisation is presented. In different situations, different facets of the model - values, technology or organization - turn out to be most significant in understanding the state of the culture in that situation. But we then also need to make the link between culture and behaviour, before any intervention can be planned. This is particularly so when the practice of design management is desired by a company to become more value added to a company's projects
