Culture

14/22/04Karyn Lazarus2 Cultural Definition A pattern of shared basic assumptions that the group learned 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.

14/22/04Karyn Lazarus3 Levels of Culture Values Values Attitudes Attitudes Behaviors Behaviors Question: Which is the most difficult to change and why?

14/22/04Karyn Lazarus4 Importance of Culture Shared learning…daily functioning and adaptation Shared learning…daily functioning and adaptation Survival, growth and adaptation Survival, growth and adaptation

14/22/04Karyn Lazarus5 Preserve the Core and Stimulate Progress Provides continuity and stability Provides continuity and stability Plants a relatively fixed stake in the ground Plants a relatively fixed stake in the ground Limits possibilities and directions for the company Limits possibilities and directions for the company Has clear content Has clear content Installing a core ideology is, by its very nature, a conservative act Installing a core ideology is, by its very nature, a conservative act Urges continual change (new directions, new methods, new strategies) Urges continual change (new directions, new methods, new strategies) Impels constant movement Impels constant movement Expands the number and variety of possibilities that the company can consider Expands the number and variety of possibilities that the company can consider Can be content-free Can be content-free Expressing the drive for progress can lead to dramatic radical, and revolutionary change Expressing the drive for progress can lead to dramatic radical, and revolutionary change Copyright “Built to Last” Collins and Porras, 1994, p.85

14/22/04Karyn Lazarus6 Components of Culture Language Language Norms Norms Espoused Values Espoused Values Formal Philosophy Formal Philosophy Fules of the Game Fules of the Game Climate Climate Embedded Skills Embedded Skills Habits of thinking (e.g., mental models, linguistic paradigms) Habits of thinking (e.g., mental models, linguistic paradigms) Shared meaning Shared meaning Root metaphors Root metaphors

14/22/04Karyn Lazarus7 Stereotyping Opinions held or expressed about a group Opinions held or expressed about a group Imply a judgment of good or bad Imply a judgment of good or bad Do not allow for individual exceptions to the rule Do not allow for individual exceptions to the rule Intercultural competence requires the ability to think about generalizations without stereotyping.

14/22/04Karyn Lazarus8 Levels of Culture (pg. 1 of 3) Artifacts: Artifacts: What I see, hear and feel What I see, hear and feel Language Language Styles Styles Emotional Displays Emotional Displays Organizational Process Organizational Process Easy to observe, difficult to decipher Easy to observe, difficult to decipher What’s true in one situation, isn’t in another What’s true in one situation, isn’t in another Level of values and basic assumptions Level of values and basic assumptions

14/22/04Karyn Lazarus9 Levels of Culture (pg. 2 of 3) Espoused Values Espoused Values Values are the origination of all group learning Values are the origination of all group learning Do as I say, not as I do Do as I say, not as I do Question: Are they congruent with underlying assumptions Question: Are they congruent with underlying assumptions

14/22/04Karyn Lazarus10 Levels of Culture (pg. 3 of 3) Basic Assumptions (Theories in Use) Basic Assumptions (Theories in Use) True guide of behavior True guide of behavior Double-loop learning and the meatloaf Double-loop learning and the meatloaf Mental models Mental models Culture shock Culture shock Power of interpretations and the gross imperfection of communication Power of interpretations and the gross imperfection of communication Source of intercultural communication issues Source of intercultural communication issues

14/22/04Karyn Lazarus11 Two Examples CompanyArtifacts Espoused Values Basic Assumptions Action Sign-in w/guard Sign-in w/guard Casual Casual Open Office Open Office Rank hard to decipher Rank hard to decipher Confrontational Confrontational Functional Units, Product Lines Functional Units, Product Lines Personal responsibility Personal responsibility Push back Push back Buy-in Buy-in Team Players Team Players Clarify of responsibilities Clarify of responsibilities Fight OK Fight OK Quality and product elegance Quality and product elegance Individual ultimately source of all ideas Individual ultimately source of all ideas Individual capable of taking responsibility to doing the right thing Individual capable of taking responsibility to doing the right thing No one is smart enough to evaluate their own ideas No one is smart enough to evaluate their own ideas We are one family who will take care of each other We are one family who will take care of each other Multi Structured exercises Structured exercises Formal, opulent setting Formal, opulent setting Offices Offices Hushed atmosphere Hushed atmosphere Punctual Punctual Low confrontational Low confrontational Quiet and no distractions Quiet and no distractions Titles Titles Individual effort Individual effort Chain of command Chain of command Pride in curing diseases Pride in curing diseases Conflict suppressed Conflict suppressed Science = Truth Science = Truth High education and experience=wisdom High education and experience=wisdom Own turf Own turf Family but paternal Family but paternal Better world thru better science Better world thru better science

14/22/04Karyn Lazarus12 Culture Exercise Separate into 5 groups of 5 by counting of Separate into 5 groups of 5 by counting of Task: Identify the components (and levels of components) of an organizational culture you have experience with (e.g, PSU, etc.) Task: Identify the components (and levels of components) of an organizational culture you have experience with (e.g, PSU, etc.) Components: Language, norms, rules of the game Components: Language, norms, rules of the game Levels: Artifacts, Values, Assumptions Levels: Artifacts, Values, Assumptions Each team pick a recorder and a spokesperson Each team pick a recorder and a spokesperson 30 minutes to do exercise, 3 minute presentation 30 minutes to do exercise, 3 minute presentation Instructors and class will ask questions after presentation Instructors and class will ask questions after presentation

Interventions

14/22/04Karyn Lazarus14 Interventions: An Overview CategoryIndividualTeamIntergroup Total Orgn. Behavioral Career Planning Goal Setting Process consult Role Analysis Organization mirror TQM Survey Feedback Action Research Structural Stress Management MBO Self-Managed Teams Role Negotiation Goal Setting TQMRestructuring Technological Job Design Quality Control TQMRe-engineering Copyright “An Experiential Approach to OD”, Harvey and Brown, 2001, p. 227

14/22/04Karyn Lazarus15 An Intervention Anything that is introduced into the system to cause it to change what it is currently doing Anything that is introduced into the system to cause it to change what it is currently doing Examples: Examples: A new boss A new boss A survey A survey A merger A merger A change in strategy A change in strategy Question: When is it possible not to intervene in a system? Question: When is it possible not to intervene in a system?

14/22/04Karyn Lazarus16 Designing an Intervention Enter gently Enter gently Gather data (Valid and Useful Information) Gather data (Valid and Useful Information) Historical Historical Current Current Gaps Gaps Feedback information Feedback information Make recommendations for furthering work (Free choice) Make recommendations for furthering work (Free choice) Decide on path forward with relevant stakeholders Decide on path forward with relevant stakeholders Test for organization commitment (Internal commitment) Test for organization commitment (Internal commitment) Gather an internal team Gather an internal team Perform Work Perform Work Debrief Results Debrief Results Institutionalize Learning Institutionalize Learning

14/22/04Karyn Lazarus17 Intervention Exercise Situation: Every time the large group tried to make a decision, it failed miserably. Subgroups would break out. Leadership would be stonewalled. It was terrible. You’ve been asked in to help. Situation: Every time the large group tried to make a decision, it failed miserably. Subgroups would break out. Leadership would be stonewalled. It was terrible. You’ve been asked in to help. Going back into your previous groups, design an intervention: Going back into your previous groups, design an intervention: Questions to ask Questions to ask Actions Actions Thoughts Thoughts Involvement Involvement Take 10 miinutes Take 10 miinutes We’ll discuss your thoughts as a class. We’ll discuss your thoughts as a class.