Culture And Change

Culture And Change

Culture -have you have been trying to make changes in how your organization works? You need to find out how the existing cultureculture aids or hinders you. Here is Ed Schein on culture. Edgar Schein (born 1928) is a professor at the MIT Sloan School of Management and is credited with inventing the term “corporate culture.”

Culture Defined!

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 you perceive, think, and feel in relation to those problems.

The only thing of real importance that leaders do is to create and manage culture.

If you do not manage culture, it manages you, and you may not even be aware of the extent to which this is happening.

The process of culture formation is the process of creating a small group:

  1. single person (founder) has idea.
  2. founder brings in one or more people and creates core group. They share vision and believe in the risk.
  3. founding group acts in concert, raises money, work space…
  4. Others are brought in and a history is begun.

…culture explains the incomprehensible, the irrational.

Culture defines us:

what we pay attention to
what things mean
react emotionally
what actions to take when

The deeper issues:

nature of reality and truth
nature of time
nature of space
nature of human nature
nature of human activity
nature of human relationships
nature of reality and truth
what is real and how to determine reality

If you have been trying to make changes in how your organization works, you need to find out how the existing culture aids or hinders you.

In most organizational change efforts, it is much easier to draw on the strengths of the culture than to overcome the constraints by changing the culture.

Understand a new environment and culture before change or observation can be made.

    1. Observe behavior: language, customs, traditions
    2. Groups norms: standards and values
    3. Espoused values: published, publicly announced values.
    4. Formal Philosophy: mission
    5. Rules of the Game: rules to all in org
    6. Climate: climate of group in interaction
    7. Embedded skills:
    8. Habits of thinking, acting, paradigms: Shared knowledge for socialization.
    9. Shared meanings of the group
    10. Metaphors or symbols

How do leaders get their ideas implemented?

socialization
charisma
acting, by doing, exuding confidence

 

Wendy Smith, Career, life and Business Coach
Wendy Smith, Principal Coach, WiseWolf Life and Career Coaching

Wendy Smith is a career consultant, life coach and business coach with depth of experience in organisational development, management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at wendy@wisewolfcoaching.com

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find all her books on Amazon at this link

         

 

Leadership – The Psychological Contract At Work

Work – Psychological contract

Leadership – The Psychological Contract At Work

This post discusses the theory of psychological contracts in the workplace and in the wider world outside work.

‘The Psychological Contract’ is increasingly relevant in workplace relationships.

The idea of Psychological Contract first emerged in the 1960s and it was widely discussed, particularly in the work of organizational and behavioral theorists Chris Argyris and Edgar Schein.

Many other experts have contributed ideas on the subject since then, and they continue to do so, either specifically focusing on the Psychological Contract, or approaching it from a particular or new perspective.   The Psychological Contract means many things to different people – it is open to a range of interpretations and theoretical studies.

Usually, the Psychological Contract refers to the relationship between an employer and their employees, and it relates to their concerns and their mutual expectations of that relationship, in terms of what each will put in and receive.

The Psychological Contract is usually seen from the standpoint or expectations of employees, although to understand it properly means you need to see it from both sides.

At its simplest, at work, the Psychological Contract is about fairness or balance. What can reasonably be expected! How will the employee be treated by the employer?  What will the employee put into the job? What will be the reward?

The closer you look at the real nature of the contract in any particular organization, the more complicated it becomes; there will be  unwritten “rules” and “expectations” on both sides.

The whole thing becomes more complicated when the organization is in change or when the outside environment intrudes – such as in times of recession when the employer’s ability to reward may be limited.

Of course, the theory and principles of the Psychological Contract can also be applied beyond the employment situation to human relationships, wider society and certainly in the world of politics between leaders and those led.

The concept of the Psychological Contract is still continuing to develop and it certainly is not recognized in all organizations.  It is even less well understood in the world outside work.

But respect, compassion, trust, empathy, fairness and objectivity – qualities that characterize the Psychological Contract, are worth the regard and respect of all of us, inside work and out.

contract

Tuesday Quotes – On Change

English: Diagram of Schein's Organizational Be...

Tuesday Quotes – On Change

Ed Schein on Culture and Leadership

(Edgar Schein (born 1928) is a professor at the MIT Sloan School of Management who is credited with inventing the term “corporate culture.”)

Culture Defined!

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 you perceive, think, and feel in relation to those problems.

The only thing of real importance that leaders do is to create and manage culture.

If you do not manage culture, it manages you, and you may not even be aware of the extent to which this is happening.

The process of culture formation is the process of creating a small group:

  1. single person (founder) has idea.
  2. founder brings in one or more people and creates core group. They share vision and believe in the risk.
  3. founding group acts in concert, raises money, work space…
  4. Others are brought in and a history is begun.

…culture explains the incomprehensible, the irrational.

Culture defines us:

what we pay attention to
what things mean
react emotionally
what actions to take when 

The deeper issues:

nature of reality and truth
nature of time
nature of space
nature of human nature
nature of human activity
nature of human relationships
nature of reality and truth
what is real and how to determine reality

If you have been trying to make changes in how your organization works, you need to find out how the existing culture aids or hinders you.

In most organizational change efforts, it is much easier to draw on the strengths of the culture than to overcome the constraints by changing the culture.

Understand a new environment and culture before change or observation can be made.

    1. Observe behavior: language, customs, traditions
    2. Groups norms: standards and values
    3. Espoused values: published, publicly announced values.
    4. Formal Philosophy: mission
    5. Rules of the Game: rules to all in org
    6. Climate: climate of group in interaction
    7. Embedded skills:
    8. Habits of thinking, acting, paradigms: Shared knowledge for socialization.
    9. Shared meanings of the group
    10. Metaphors or symbols

How do leaders get their ideas implemented?

socialization
charisma
acting, by doing, exuding confidence   

Wendy Mason is a career coach working mainly with professional women who want to make that jump to senior level while having a life outside work. Before working as a coach, Wendy had a long career in both the public and private sectors in general management and consultancy as well as spells in HR. She now divides her time between face to face coaching, and coaching and blogging on-line. You can contact Wendy at wendymason@wisewolfcoaching.com and find out more at http://wisewolfcoaching.com


Email Wendy now at wendymason@wisewolfcoaching.com for a free half hour coaching session by phone or Skype

Coming shortly – the WiseWolf Career and Personal Development Programme – if you would like to know more email wendymason@wisewolfcoaching.com

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