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Culture

Culture. 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

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Culture

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  1. Culture

  2. 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. Karyn Lazarus

  3. Levels of Culture • Values • Attitudes • Behaviors Question: Which is the most difficult to change and why? Karyn Lazarus

  4. Importance of Culture • Shared learning…daily functioning and adaptation • Survival, growth and adaptation Karyn Lazarus

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

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

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

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

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

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

  11. Two Examples Karyn Lazarus

  12. Culture Exercise • Separate into 5 groups of 5 by counting of 1-2-3-4-5 • 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 • Levels: Artifacts, Values, Assumptions • Each team pick a recorder and a spokesperson • 30 minutes to do exercise, 3 minute presentation • Instructors and class will ask questions after presentation Karyn Lazarus

  13. Interventions

  14. Interventions: An Overview Copyright “An Experiential Approach to OD”, Harvey and Brown, 2001, p. 227 Karyn Lazarus

  15. An Intervention • Anything that is introduced into the system to cause it to change what it is currently doing • Examples: • A new boss • A survey • A merger • A change in strategy • Question: When is it possible not to intervene in a system? Karyn Lazarus

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

  17. 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. • Going back into your previous groups, design an intervention: • Questions to ask • Actions • Thoughts • Involvement • Take 10 miinutes • We’ll discuss your thoughts as a class. Karyn Lazarus

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