“Symbols are the basic building blocks of the meaning systems or cultures that we inhabit” (p. 240).

Think about your work institution – what symbols do you have that represent your work culture?

At Harley-Davidson, the eagle symbolizes individualism, flying free, and an American legend depicting strength.

McDonald’s – Golden ArchesVolvo – Four hands in a supportive graspContinental Airlines – The Watch (requires

every part to function)Mary Kay Cosmetics – Bumblebee (should not

be able to fly)

The symbolic frame operates with these core assumptions:

It’s not what happens so much as what it means.

Events have multiple meanings because the experiences of individuals vary.

People create symbols to resolve confusion, increase predictability, find direction, and anchor hope and faith.

(p. 242)

Schein defines culture as “a pattern of shared basic assumptions that a group learned as it solved its problems of external adaptation and 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” (p. 243).

Does the leader create culture, or does culture shape the leader?

“Rituals anchor us to a center” (Fulghum, p. 259).

Annual meetings Conventions Initiations Storytelling, especially related to how the

organization began Notification of the death of a U. S. soldier

Graduation Annual achievement awards Political conventions

“Myth, vision, and values give an organization a deep sense of purpose and resolve….operating at the deepest reaches of consciousness, (myths) are the story behind the story” (p. 251).

Examples include: Southwest Airlines (how Rollie King and

Herb Kelleher got the idea) eBay’s founder (his fiancee’s complaint) Polaris missile development

Kotter and Haskett and Collins and Porra did research “offering impressive longitudinal evidence linking symbols to the bottom line” (p. 241).

Geer Hofstede pioneered research on culture in the workplace.

DiMaggio and Powell discussed “isomorphism” (p. 272). It can best be described as an effort to focus on an organization’s image to deflect attention from its product or service. We look at improving building structures, for example, to show the outside world how well the organization flourishes. In turn, we are less likely to look at the organization’s financial health.

Regulatory agencies often represent symbolic frames.

Examples include: Interstate Commerce Environmental Protection Food and Drug Administration Federal Aviation Administration“In practice, these agencies serve mostly

political and symbolic functions” (p.277).

Meetings, particularly those without a specific conclusion or call to action.

Planning, especially when it doesn’t seem to lead to effective organizational direction.

Evaluation, most notably when comments are recorded and then buried in a file.

Collective bargaining sessions, which seem to follow a pre-planned script and don’t result in any significant challenges.

Several tenets lead to success under the symbolic framework:

1.How someone becomes a group member is important.

2.Diversity supports a team’s competitive advantage.

3.Example, not command, holds a team together.

4.A specialized language fosters cohesion and commitment.

5. Stories carry history and values and reinforce group identity.

6. Humor and play reduce tension and encourage creativity.

7. Ritual and ceremony lift spirits and reinforce values.

8. Informal cultural players make contributions disproportionate to their formal rule.

9. Soul is the secret of success.(p. 289-290)

Peter Galante Wissam Kadura Janet Ohlemacher Jennie Ragland