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Understanding Understanding Organizational Organizational
Culture Culture Part IPart I
Edgar H. Schein (2004)
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CULTURE AND ORGANIZATION LEARNING
COOK AND YANOW, 1993The Powell Flute Company - 2007
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Misconceptions about Organizational Culture
“Culture” = Sophistication
Anthropological view: Culture = Rituals and Customs
Org research view– A “right” kind of culture– Some cultures are better than others (surveys)– Stronger culture = Better performance
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Abstract Nature of Culture
Organizational culture describes phenomena that are often hidden and below the surface of observable behavior
Culture is within us as individuals (learned behavior in family, peer groups, occupation), yet constantly evolving as we join and create new groups
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Culture and Leadership
“Culture and leadership are two sides of the same coin in that leaders first create cultures when they create groups and organizations.”
What do you think he means?
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Attributes of Culture
Begins with leaders who impose their values and assumptions on a group
If the group is successful, assumptions come to be taken for granted as the “right” way to do things
Results in a culture that now defines what type of leadership is effective
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Attributes of Culture If group runs into adaptive difficulties (the
environment changes internally or externally), some of these taken-for-granted assumptions may no longer be valid
Leadership now becomes the ability to step “outside” the culture and initiate change processes that are adaptive to the new reality
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“The bottom line for leaders is that if they do not become
conscious of the cultures in which they are embedded, those cultures will manage
them.”
Edgar H. Schein, 2004
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Shared Attributes of Organizational Culture
Observed behavioral regularities
Group norms Espoused values Formal philosophy “Rules of the game”
Climate Embedded skills Habits of thinking Shared meanings “Root metaphors” Formal rituals
and celebrations
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Characteristics of Culture
Structural Stability– Stable, as well as “shared”– Culture survives when members of the org
do not
Depth– Deepest, often unconscious part of group
life; less tangible and less visible
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Characteristics of Culture
Breadth – Pervasive; influences all aspects of the
organization
Patterning or Integration– Forms a “gestalt” or whole to create
orderliness in the organization– Reduces ambiguity – Permits sensemaking
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Culture DefinedCulture Defined
A pattern of shared basic assumptions that was learned by a group as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.
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Three Levels of CultureThree Levels of Culture
ArtifactsArtifacts
Espoused ValuesEspoused Values
Underlying AssumptionsUnderlying Assumptions
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Artifacts: visible organizational
structures and processes, such as ... Dress code Names and titles of people and how they
are used Formality or informality in speaking Degree of emphasis on automation Perks such as parking, other benefits Traditions upheld Working hours
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Espoused Values: established group values and beliefs such as ...
Slogans, mottos
Mission statements or code of ethics
Statements about commitment to excellence (or customer service, etc)
Overt and professed beliefs about how employees and customers are treated
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Basic Underlying Assumptions: beliefs and attitudes so taken for granted that they are not often
articulated Most difficult to change because rarely
re-examined Similar to what Argyris calls “theories
in use” Represent a shared “mental map” Represent the most powerful aspect of
organizational culture
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How does a new group How does a new group create a culture? create a culture?
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Each member of a new group will bring his or her own cultural learning from a prior group.
As the new group develops its own shared history, it will develop modified or brand-new assumptions based on what is successful in its own experience.
These new assumptions create the culture of the new group.
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What do you see as the artifacts What do you see as the artifacts and espoused values at Enron and espoused values at Enron from the movie? from the movie?
What “appear” to be basic What “appear” to be basic underlying assumptions in underlying assumptions in operation? operation?
How would you go about How would you go about finding out more about these finding out more about these underlying assumptions to underlying assumptions to ascertain if what you have ascertain if what you have surmised is correct?surmised is correct?