Newcomer Acculturation   <ul><li>Surprise </li></ul><ul><li>Sense-making </li></ul><ul><li>Joseph Schmitz, Ph.D. </li></ul...
Traditional Views of Entry <ul><li>Turnover </li></ul><ul><li>Socialization </li></ul>© SCSI 2005
Turnover Perspective <ul><li>Unmet expectations </li></ul><ul><li>Unrealistic expectations </li></ul><ul><li>Strategies </...
Socialization Perspective <ul><li>Individuals learn to “appreciate” org: </li></ul><ul><ul><li>Acquire organizational valu...
Socialization Content <ul><li>Role related knowledge </li></ul><ul><li>Culture related understandings </li></ul>© SCSI 2005
Louis’ Newcomer Model <ul><li>Entry: leads to change </li></ul><ul><li>Change: leads to contrast </li></ul><ul><li>Entry +...
Coping With Shock and Surprise:  Sense-Making <ul><li>Others’ interpretations </li></ul><ul><li>Local interpretation schem...
Sense-Making <ul><li>Used to attribute meaning </li></ul><ul><ul><li>Select behavioral responses </li></ul></ul><ul><ul><l...
Newcomer Sense-Making Model © SCSI 2005 newcomers  enter org change surprise contrast sense- making attribute meaning sele...
Organizational Prescriptions <ul><li>Reduce norms of secrecy </li></ul><ul><ul><li>Open, candid, two-way communication </l...
Individual Prescriptions <ul><li>Expect surprise </li></ul><ul><li>Actively seek out insiders </li></ul><ul><li>Presume il...
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COM 344 Louis Newcomer

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Joseph Schmitz, Ph.D.

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  • Based on work by Meryl Lewis—trained at the Naval Postgraduate Institution, Professor of org theory at Boston University—leading expert on organizational acculturation
  • These are counter-intuitive without the model
  • As are some of these!
  • COM 344 Louis Newcomer

    1. 1. Newcomer Acculturation <ul><li>Surprise </li></ul><ul><li>Sense-making </li></ul><ul><li>Joseph Schmitz, Ph.D. </li></ul><ul><li>Permission granted to reproduce for nonprofit educational use only </li></ul>© SCSI 2005
    2. 2. Traditional Views of Entry <ul><li>Turnover </li></ul><ul><li>Socialization </li></ul>© SCSI 2005
    3. 3. Turnover Perspective <ul><li>Unmet expectations </li></ul><ul><li>Unrealistic expectations </li></ul><ul><li>Strategies </li></ul><ul><ul><li>Lower applicants’ expectation (Realistic Job Preview) </li></ul></ul><ul><ul><li>Meet newcomers’ expectations: Manage the joining process </li></ul></ul>© SCSI 2005
    4. 4. Socialization Perspective <ul><li>Individuals learn to “appreciate” org: </li></ul><ul><ul><li>Acquire organizational values </li></ul></ul><ul><ul><li>Socialized into organizational roles: Knowledge, behaviors, abilities, social knowledge </li></ul></ul><ul><li>Socialization stages: </li></ul><ul><ul><li>Anticipatory </li></ul></ul><ul><ul><li>Encounter </li></ul></ul><ul><ul><li>Adaptation </li></ul></ul><ul><li>But the “joining process” is characterized by reality shock </li></ul><ul><li>And the socialization model ignores perceptual contrast </li></ul>© SCSI 2005
    5. 5. Socialization Content <ul><li>Role related knowledge </li></ul><ul><li>Culture related understandings </li></ul>© SCSI 2005
    6. 6. Louis’ Newcomer Model <ul><li>Entry: leads to change </li></ul><ul><li>Change: leads to contrast </li></ul><ul><li>Entry + Change: unexpected surprises </li></ul>© SCSI 2005
    7. 7. Coping With Shock and Surprise: Sense-Making <ul><li>Others’ interpretations </li></ul><ul><li>Local interpretation schemes </li></ul><ul><li>Presuppositions & purposes </li></ul><ul><li>Past experiences </li></ul>© SCSI 2005
    8. 8. Sense-Making <ul><li>Used to attribute meaning </li></ul><ul><ul><li>Select behavioral responses </li></ul></ul><ul><ul><li>Update expectations </li></ul></ul><ul><ul><li>Change view of the setting </li></ul></ul>© SCSI 2005
    9. 9. Newcomer Sense-Making Model © SCSI 2005 newcomers enter org change surprise contrast sense- making attribute meaning select behavioral response update expectations and view of the situation <ul><li>Inputs to sense-making </li></ul><ul><li>Others interpretations </li></ul><ul><li>Local interpretation schemes </li></ul><ul><li>Predispositions and purposes </li></ul><ul><li>Past experiences </li></ul>
    10. 10. Organizational Prescriptions <ul><li>Reduce norms of secrecy </li></ul><ul><ul><li>Open, candid, two-way communication </li></ul></ul><ul><li>Don’t train cohorts of newcomers </li></ul><ul><li>Facilitate links with insiders </li></ul><ul><ul><li>Develop “Buddy” systems </li></ul></ul><ul><ul><li>Reward mentors with tangible & intangible ‘goods’ </li></ul></ul><ul><ul><li>Foster informal links/interaction </li></ul></ul><ul><li>Early, honest, & low cost performance reviews </li></ul>© SCSI 2005
    11. 11. Individual Prescriptions <ul><li>Expect surprise </li></ul><ul><li>Actively seek out insiders </li></ul><ul><li>Presume ill-fitting expectations </li></ul><ul><li>Cultural knowledge is of equal or greater importance than technical knowledge </li></ul><ul><li>Develop internal interpretive schemes </li></ul><ul><li>Hang loose & hang in; honest mistakes are OK; incompetence is not! </li></ul>© SCSI 2005

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