Culture in OrganizationsCulture in Organizations

December 3, 2008December 3, 2008

Rachel Lyn RumsonRachel Lyn Rumson

Cultivating LeadershipCultivating Leadership

Objectives Objectives

What organizational culture is.What organizational culture is.

Why it is important to understand.Why it is important to understand.

Ways to understand it.Ways to understand it.

Some useful toolsSome useful tools

"Organizational culture is the key to "Organizational culture is the key to organizational excellence... and the organizational excellence... and the function of leadership is the creation and function of leadership is the creation and management of culture.." management of culture.."

Edgar Schein Organizational Culture and Leadership Edgar Schein Organizational Culture and Leadership

Why is culture important?Why is culture important?

Cultural can both enable and constrain Cultural can both enable and constrain what organizations are able to do.what organizations are able to do.

Culture affects learning at all levels.Culture affects learning at all levels.

Heart and soul of an organizationHeart and soul of an organization

Tacit knowledge of the systemTacit knowledge of the system

The collective belief systemThe collective belief system

Agile ManifestoAgile Manifesto

Why is face to face communication the Why is face to face communication the most effective?most effective?

Why do developers and business people Why do developers and business people need to work together to ensure success?need to work together to ensure success?

http://www.agilemanifesto.org/principles.html

Influences on CultureInfluences on Culture

Leadership: authority and powerLeadership: authority and power

Gender: Gender: The Female AdvantageThe Female Advantage

Subcultures: Generational, ethnic, class Subcultures: Generational, ethnic, class

Countercultures: Trade unions Countercultures: Trade unions

Culture: What is it?Culture: What is it?

““No map for No map for these these territories.”territories.”

William GibsonWilliam Gibson

3 Levels of Culture3 Levels of Culture

Artifacts Visible organizational structures and processes. (Hard

to decipher.)

Espoused Values Strategies, goals, philosophies. (Espoused

justifications.)

Basic Underlying Assumptions Unconscious, taken-for-granted beliefs, perceptions,

thoughts, and feelings. (Ultimate source of values and actions.)

Culture is PhenomenalCulture is Phenomenal

The creative process of constructing realityThe creative process of constructing reality Values and normsValues and norms Assumptions and expectationsAssumptions and expectations Conversations and questionsConversations and questions

Enactment: We accomplish or enact our Enactment: We accomplish or enact our realityreality Scripts - languageScripts - language Contacts - connectionsContacts - connections

Values are at the CoreValues are at the Core

Goodstien & Goodstien - A new approach to understanding and measuring values.

How do you learn about it?How do you learn about it?

Long AnswerLong Answer Stories – the heroes and the villains, key Stories – the heroes and the villains, key

insights, significant events insights, significant events Metaphors – language that shapes mental Metaphors – language that shapes mental

models – reaches the intrapersonal models – reaches the intrapersonal Behaviors – observed styles, structures, Behaviors – observed styles, structures,

strategies, processes and patternsstrategies, processes and patterns

Short Answer Short Answer AskAsk

leadershipcultivation.blogspot.com

Questions for Cultural Analysis Questions for Cultural Analysis

What is the background of the founders?What is the background of the founders?What explains the organizations growth What explains the organizations growth and survival?and survival?What does the organization stand for? What does the organization stand for? What is its motto?What is its motto?What values does the organization talk What values does the organization talk about?about?What values does the organization act What values does the organization act about?about?

leadershipcultivation.blogspot.com

Exercise Exercise

Talk in project groups about your best Talk in project groups about your best learning environment? (10 minutes)learning environment? (10 minutes)

Write two or three statements that Write two or three statements that describe the organizational culture of this describe the organizational culture of this learning environment? (10 minutes)learning environment? (10 minutes)

Share one statement with group (List)Share one statement with group (List)

Mark the three most significant to you as Mark the three most significant to you as an individual.an individual.

Practices and Core Competencies Practices and Core Competencies

Dialogue Dialogue Talk about what matters Talk about what matters Get “snap shots”Get “snap shots” Build it into the processBuild it into the process

Social Network AnalysisSocial Network Analysis The white space on the org chartThe white space on the org chart The knowledge storeThe knowledge store Trust – learn how to see it Trust – learn how to see it

Collaboration Collaboration Participatory structuresParticipatory structures collaboration = alignmentcollaboration = alignment

http://www.netform.com

Rachel Lyn RumsonRachel Lyn Rumsonrachellyn.rumson@gmail.comrachellyn.rumson@gmail.com

+1.207.332.7224+1.207.332.7224

Calling CardCalling Card

ReferencesReferencesEllinor, L. & Gerard, G. (1998) Dialogue: Rediscover the transformative power of conversation. New York: John Wiley & Sons Inc.Goodstien, L.D & Goodstien, J. (2007) A new approach to understanding and measuring values. Pheiffer Annual: Consulting. Helgesen, S. (1995) The Female Advantage. New York: DoubledaySenge, P., Kleiner, A., Ross, P., Smith, B., & Roberts C. (1994) The fifth discipline fieldbook. New York: Doubleday.Schein, E. (1992). Organizational culture and leadership, 2nd ed. San Francisco, CA: Jossey-Bass.Morgan, G. (2006). Images of organization. Thousand Oaks, CA: Sage.Schein, E. (2004). DEC is dead. Long live DEC. Berrett-Koehler.Schein, E. (1999). The corporate culture survival guide. SanFrancisco, CA: Jossey-Bass.Schein, E. (1996). Three cultures of management: The key to organizational learning. Sloan Management Review, 38, no. 1:-20.Schein, E. (1992). Organizational culture and leadership, 2nd ed. San Francisco, CA: Jossey-Bass. Stephenson, K. (2007). Quantum theory of trust. Financial Times.Stephenson, K. (2006). Netform® Analysis Training Manual. Weick, K. E. (1979). The social psychology of organizing (2nd ed.)Weick, K. E. (1996). Sensemaking in organizations. Newbury Park, CA: Sage