Thanks, Joe, for the mention.
Culture is the set of perceptions, policies, and behaviors that characterize the "way things are done around here." Nothing is harder to change in a management team than the perceptions that got them up the ladder to where they are.
In order to move such people to change, there must be something in it for them. They must see a benefit at the end of their efforts. Benefit comes from the solution of a problem. They must therefore be brought to see the "current culture" as the root of their problems.
The issue is, however, that culture being the accumulation of long-held, deeply-held perceptions, it is too often a situation similar to fish not knowing that they are wet. If that's the case, they need to be carefully and consciously moved to this understanding of the situation.
I have worked with a variety of organizations -- project teams, departments, and whole companies -- facilitating a surprisingly quick and easy approach to getting this agreement on 1) what to change.
Only then can they be moved further through the other "layers of resistance..."
2) Lack of agreement on a direction for the change.
3) Lack of agreement on the details of the change.
4) Concern that the change won't create new (and maybe worse) side-effects.
5) Blockaged by obstacles (This is where PM comes in).
6) Lack of agreement to proceed.
For an overview of the process I can help you through, check out my paper on "Taking Advantage of Resistance to Change" and feel free to follow up with me here or offline (use the profile found under my name to the left of this post to get my email address).