1. Comparing Morgan (Culture) with Terry (Conserving Values) Morgan (generic mngt.) (idea of) a “socially constructed reality” Leader’s ability to create or change reality –Transformation of mindsets, values, shared norms Culture as “enactment of a shared reality” Terry (high-level public mngt) Leadership not all- powerful; heroic Focus on maintenance of somewhat precarious values –A shared responsibility The centrality and importance of executive cadre in conserving values –Elitism???

2. Terry: centrality/importance of executive cadre Cadre unity essential—no dissension/conflict (as opposed to conflict among rest of org.) Need to counteract cadre “loss of faith”/disinvestment of values –e.g that arising in cutback situations Maintain cadre trust –Spend political capital –Back cadre members in “tough times” How would Terry’s advice look from those on the “outside?” Media? Elected officials? Citizen’s groups? Public employee unions? Average citizens? Others??

3. Using Culture metaphor (amplified by Terry) in Diagnosing Situations Identify real values pursued or maintained: how have they emerged/changed over time? –What factors/events/forces threaten these precarious values? How? Can the exec. cadre be identified? Is the nature of its composition relevant to the situation? Is there conflict or “lack of faith” within the cadre? Are the values conserved “at odds” with –External demands/expectations? –Rank and file organization? –Particular subgroups/coalitions with the organization? These are only a few possible questions: others???