Understanding Organizational Culture
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Understanding Organizational Culture
An organizations culture is comprised of the set of values, beliefs, assumptions, principles, myths, legends, and norms that define how people actually think, decide, and perform. In his book Organizational Culture & Leadership (2nd Edition, 1992, Jossey-Bass), Edgar Schein defines culture as . . .”a basic set of assumptions that defines for us what we pay attention to, what things mean, and how to react emotionally to what is going on, and what actions to take in various kinds of situations” (p. 22).
Scheins definition suggests that leaders who hope to implement a radical departure from the “norm” in an organization will need to influence and finally change the culture before leading a successful organizational change effort.
The Four Components of Every Organization
Organizations are comprised of four major components: physical (the visible aspects of the organization), infrastructure (the systems and processes for directing and managing work), behavioral (the daily actions and reactions of employees), and cultural (the underlying assumptions, values, beliefs and norms that shape daily behavior). While implementing change at the “higher” levels is possible, as the following graphic suggests, the durability of the change is short-lived without change at the underlying cultural level.
Strategies for Changing an Organizations Culture
In the article “Connecting Culture to Organizational Change” (Human Resources Magazine, March 1996, pp. 84-90), T. Galpin suggests that because changing the basic assumptions and beliefs of the underlying cultural is very difficult, the best approach for influencing specific aspects of a culture that you want to change involves targeting only those components that are most critical for implementing and sustaining the changes that concern you.
Galpin