Organizational Culture. Carl L. Harshman, Ph.D.

Transcription

1 Organizational Culture Carl L. Harshman, Ph.D.

2 Organizational Culture: Definition 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. Edgar Schein (2004)

3 Key Aspects of the Definition Culture develops and is reinforced through socialization Behavior results from culture; behavior is not culture Cultural aspects within an organization can be integrated, differentiated, and fragmented Occupations have cultures (i.e., paradigms) Some assumptions and beliefs are more important than others

4 XYZ Organizational Culture Describe the paradigm that was in place from in each of the following categories Management Don t make waves Milestone mentality (+) Elitist Attitude Compliance-based v Communication Vertical (Boss) orientation; no horizontal (functional) integration Silence is golden Protectionist mentality (CYA) Knowledge is power The logic of communication is sparse; no apparent model Information down and up does not connect ( Ships passing in the night ) Cooperation (between silos) Limited due to competition No integration (Us and only us is what counts) Get with the program or get out (Culture compliance) Go-along-to-get-along Motivation Survival mentality; keep your head down No common/organizational motivation No light at the end of the tunnel A sense of urgency is what kept everyone going

5 Culture Framework High Artifacts/Rituals Visibility Behavior Patterns Espoused Norms, Values, & Beliefs Basic Assumptions Low Adapted from Schein (2004)

6 Culture Framework and the iwam High Artifacts/Rituals Visible Structures & Processes See, Feel, Hear Manifests (Shows Up) Behavior Patterns Espoused Norms, Values, & Beliefs Includes Organizational Climate Belief = What is Value = What should be Norm = Expectation/Act Vis sibility (Validation Process) Underlying Force (Driver) Basic Assumptions Out of Awareness Represent Truth Non-negotiable The iwam measures an element Basic Assumptions Low Adapted from Schein (2004)

7 Artifacts/Rituals Visible symbols and processes Highest level of culture (most easily observed) Difficult to classify Requires that we make inferences about the espoused values based on symbols we see Meaning of artifacts can be difficult to ascertain

8 Behaviors Lie slightly below the surface of artifacts Behavior patterns become a more direct manifestation of espoused values and beliefs Can be just as difficult to classify Requires a sense-making process imposed by the observer

9 Espoused Beliefs & Values Shared by some contingent of the organization Individuals: Fragmented Groups: Fragmented, Differentiated Departments: Differentiated Entire organization: Integrated

10 Basic Assumptions There is little variation within a social unit Taken for granted Seldom, if ever, challenged Unconscious truths about the world Undiscussable (Everybody knows, but no one discusses) Challenged only by complex ( double-loop learning in the language of Chris Argyris), generative learning designed to change the status quo and challenge basic assumptions

11 The Validation Process Must be a reliable solution Use it again and again to prove culture works Social validation for non- provable things like ethics and aesthetics Based on Cause-Effect ( Single-loop learning ) or adaptive learning where the emphasis is on proving and improving the status quo

12 Some Basic Models of Human Nature 1. Rational-Economic Actors Models Motivate with rewards and punishments Early theories of motivation (Theory X) 2. Social Animals with Social Needs Model Hawthorne studies 3. Problem Solvers and Self-Actualizer Models Maslow, Hertzberg, and others (Theory Y) 4. Complex and Malleable Model Based on maturity and learned behavior

13 Basic Assumptions about Activity 1. Doing orientation (Pre-dominant Western) Take charge and control (Initiation) Focus on task and efficiency (Use) 2. Being orientation Being present centered, no control (External) 3. Being-in-Becoming Integration of Doing and Being

14 Relational Assumptions: Four Basic Problems to Solve Identity & Role Do I know? Can I find out? Who I am supposed to be in this context? Power & Influence Will my needs for control and influence be met? Needs & Goals Will the group s goals help me achieve my own goals? Acceptance & Intimacy Will I be accepted and respected in this group? Solutions are required in order to help people get beyond defensive, self-oriented behavior and to function in a group.