Organizational Culture Model: Artifacts, Values, Assumptions
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This document outlines Edgar Schein's model of organizational culture, which consists of three levels - artifacts (visible organizational structures and processes), espoused values (strategies, goals, philosophies), and basic underlying assumptions (unconscious beliefs that determine perception and behavior). The deepest level of basic assumptions is the most influential on member behavior and is the hardest to change. The presentation is based on Schein's teachings from his book Organizational Culture and Leadership.
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Organizational Culture Model: Artifacts, Values, Assumptions
- 2. ARTIFACTS (visible) Stories, physical facilities, dress, metaphors, language, symbols
- 3. VALUES (Invisible) Beliefs, values, attitudes ARTIFACTS (visible) Stories, physical facilities, dress, metaphors, language, symbols
- 4. ASSUMPTIONS (sub-conscious) Beliefs so deeply held they are often never questioned or consciously referenced VALUES (Invisible) Beliefs, values, attitudes ARTIFACTS (visible) Stories, physical facilities, dress, metaphors, language, symbols
- 6. This presentation is based on the teachings of Edgar H. Schein who popularized and made practicable the concepts of organizational culture in his book, Organizational Culture and Leadership. I fully acknowledge that the ideas of this presentation come from Mr. Schein and encourage you to read the book. Dr. Greg Waddell www.LeadStrategic.com
Hinweis der Redaktion
- Like an iceberg, you cannot fully understand an organization's culture just by looking at its surface. Schein identified three levels of organizational culture.
- Artifacts are the visible features of culture. They include things like dress, symbols, logos, architecture, and stories. To a newcomer, these visible features are easily noticed. The problem, however, with artifacts is that they don't tell the whole story and can be easily misinterpreted. So a student of organizations must go deeper.
- Values are the beliefs the members of an organization have about where they want to go and how to get there. Values reveal a deeper level of understanding, but are still within the realm of conscious awareness. Often a discrepancy exists between an organizations espoused values and its enacted values, between what it says and what it does.To understand why that discrepancy exists, you have to go deeper.
- Basic Assumptions are deeply held beliefs that guide behavior and tell members of an organization how to perceive and think about things. The reason they are called "assumptions" is that they have been developed over years of organizational experience and are, therefore, so deeply embedded that people don't even question them any longer. In fact, to view things differently can be seen as patently absurd. People are often unaware of their basic assumptions.
- This is the deepest level of organizational understand. To lead change in an organization, leaders must become aware of their own assumptions and of the assumptions of others. They must create en environment where it is safe to bring those assumptions to the surface where they can be critically analyzed. It begins with the leader.