Recognizing YOUR Culture of Change

Among the many definitions of organizational culture, the following is one of the most useful.

“…the deeper level of assumptions and beliefs that are shared by members of an organization, that operate unconsciously and define in a basic taken for granted” fashion an organization’s view of itself and its environment.” (Edgar Schein, Organisational Culture and Leadership, Jossey Bass, 1985)

This activity is designed to open participants’ eyes to the meaning of organizational culture and provide an opportunity for them to examine their own perceptions of culture within their own organization. This activity is particularly useful for managers and supervisory staff especially those who would benefit from a deeper understanding of what it is that makes their organization tick.

Objectives

• To describe the components that make up an organization’s culture.

• To list some key influences of culture.

• To pinpoint some aspects of organizational culture within participants’ own organization.

• To consider the impact of this awareness on future behaviors.

 

Activity Guidance

You will need to be aware of organizational culture and its influence. Sensitivity to the politics of culture is important.

 

1. Starting with the term, “The way we do things here,” divide participants into small groups of three or four. Distribute the Activity Handout and ask each group to discuss and record on a flipchart examples from their own experience which relate to some of the components of organizational culture as outlined in the handout. It may be appropriate to assign each group some of the areas to avoid too much duplication during the feedback session.

 

2. Bring participants together and ask groups to share their statements and discuss. Explore participants’ perceptions of the impact of culture in various areas, such as procedures, behaviors, and attitudes.

 

3. Distribute the Activity Worksheet and ask participants to complete it individually, choosing their own organization, function, departmental or sectional focus. When participants have completed this, in pairs, ask them to share with each other their findings, with an overall objective of achieving maximum understanding of each other’s view.

 

4. Bring participants together and ask them to decide and announce to the group their own conclusions on

 

 

 

Activity Handout

Components

Examples

Practices

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•

•

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recognition for performance

treatment of new employees

vacations

length of service

Myths

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•

•

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stories of the past

stories about people

heroes and heroines

stories of successes/mistakes

Ceremonies

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•

•

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meetings

speeches

celebrations

awards

Symbols

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•

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•

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employee parking

cafeteria

furnishings

titles

perks

Power

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•

•

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sources of

recipients of

qualification for

visibility of

Systems

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•

•

•

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communications

formal/informal

for promotion

handling of paperwork

customer service

  

Activity Worksheet

Type of culture and examples of values and behaviors:

Comments and examples in my own organization:

Power

 

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Hierarchical and authoritarian; dominated by strong leadership.

 

•

People strive for status, influence and proximity to “power figures.”

 

•

Political skill is vital to personal progress.

 

•

Punishment and reward systems are in evidence, as is fear of failure.

 

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Pleasing “the boss” is an important concern; the leader is expected to be all-knowing and all-powerful.

 

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Subordinates are expected to comply and often lack, or are denied, use of initiative.

 

Role

 

 

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Also hierarchical but power is exercised through the rules, systems and procedures. Leaders demand only what the system calls for.

 

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People keep to defined duties and responsibilities—those who want to get on will “do things right!”

 

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Control and influence is achieved via impersonal exercise of power to enforce defined procedures and standards of performance.

 

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Conflict suppressed by reference to “the rules,” procedures and definitions of responsibilities.

 

•

Order, rationality, formal channels and set procedures are evident.

 

 

Type of culture and examples of values and behaviors:

Comments and examples in my own organization:

Achievement

 

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People share a common drive toward the achievement of valued goals and ideals. Members are encouraged to use their talents and abilities in achieving goals to which they are personally committed. Self-motivation thus replaces external control through systems, rewards or punishment.

 

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Underlying assumption that people enjoy sharing mutual objectives. A sense of passion and commitment to the work exists that can be deeply satisfying.

 

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High demands on members’ time and energy can eventually lead to burn-out and disillusionment.

 

Support

 

 

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Leaders are concerned with, and respond to, the personal needs and values of others: highly willing to provide development opportunities for staff. People are open to learning and both giving and receiving help.

 

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Staff are effective and competent in interpersonal relationships. Individuals are seen as interesting and worthwhile in their own right. Members trust the organization to take care of them and in return they take care of the organization.

 

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Tendency to avoid conflict in order to preserve harmony. Consensus may be overvalued to the detriment of speedy decision making.

 


Note: Organizations are unlikely to display one single culture type. However, there may be one dominant orientation together with elements of the other types.