Really want to understand the organization, not just the structure, the culture.

If you really want to understand the organization,

Don't just look at the structure, look at the "culture."

Schein proposed a simple but very powerful idea that

Corporate culture

Is what determines, "Here, how do we do things differently?"

It's not just pretty words on the wall.

But it is real behavior that is repeated.

Until it became normal.

There are 3 layers of corporate culture (like an iceberg).

Schein explains that culture has unequal shallow levels of depth.

1. Visible things (Artifacts)

• How's the office?

• How do people dress?

• What kind of meeting does it look like?

• Language and rituals in the organization

These things are "visible."

But it still doesn't say what the deep reason is.

2. Espoused Values

• What does the organization say it believes?

• Talk about transparency, cooperation, speed, etc.

This is the level at which organizations "say it that way."

But still not sure if actually done

3. Basic Assumptions

This is the core.

• Do we believe that workers must be controlled or trusted?

• Conflict is to be avoided, or is it normal?

• Must leaders be decisive or open to others?

These are so deeply embedded that people in the organization

May not realize that it is controlling behavior.

Leaders "create" culture

And then, culture creates leaders.

This is the most important sentence of the book.

Corporate start-up phase

The leader determines everything:

• Values

• Solution

• Who won? Who was punished?

When that pattern is repeated,

It will become a culture.

And then later,

Culture will start to choose for itself that

"What kind of leader survives?"

The problem is when the culture used to be good.

Not suitable for the new world.

What used to accomplish the enterprise

Could become a constraint.

Such as

• Culture emphasizes stability → Too slow in a world that needs to be fast

• Hierarchical culture → blocking creativity

• Culture avoids conflict → Dare not speak of real problems.

Schein says

Changing the Organization

Not just change the structure.

But it must "dismantle deep assumptions."

Changing cultures, not ordering and ending.

Leaders who want to change organizations

Three things to do.

1. Make people see that the original concept "no longer works."

2. Create a safe space to experiment with new ideas.

3. Reinforce new behavior until it becomes normal

If you just change the words

But the reward method is still the same.

The culture will not change.

A healthy culture.

Not a culture where everyone is the same.

But is that culture

• Clear

• Consistent with goals

• And open to learning

Schein didn't say there was one culture at best.

But said,

Culture must "fit the context."

And must develop

Summary of Organizational Culture and Leadership

Is telling us that

• Organizations do not always fall because of strategy.

• But often fall because of "assumptions that have never been questioned."

If you're the leader,

The question isn't just

"Did the team follow the plan?"

But is

"What the team unconsciously believed.

Which way are you taking us? "

Because in the end

Culture is what determines that.

When no one's looking.

What kind of decision will people in the organization make?