An introduction to the cultural web, a model for understanding the cultural paradigm and taken for granted assumptions of an organisation.

1. THE Cultural
An introduction

2. THE CULTURAL WEB
STORIES SYMBOLS
RITUALS & THE POWER
ROUTINES PARADIGM STRUCTURES
CONTROL ORGANISATION
SYSTEMS STRUCTURE

3. Stories
 What core beliefs do the stories reflect?
 How pervasive are these beliefs?
 Do Stories relate to:
 Strengths or weaknesses?
 Successes of failures?
 Conformity or mavericks?
 Who are the heroes and villains?
 What norms to mavericks deviate from?

4. stories
 The stories told by members of the organisation to one
another, to outsiders, to new recruits and so on, embed the
present in its organisational history and also flag up
important events and personalities.
 They typically have to do with the successes, disasters,
heroes, villains and mavericks.
 They are devices for telling people what is important in the
organisation.

5. Symbols
 Are there particular symbols which denote the
organisation?
 What status symbols are there?
 What language and jargon are used?
 What aspects of strategy are highlighted in publicity?

6. symbols
 Symbols might be logos, offices, cars, titles, privileges or a
language or terminology that is commonly used.
 Although symbols are shown separately in the cultural web
it should be noted that many elements of the web are
symbolic, in that they convey messages and meaning
beyond their functional purpose.
 Routines, control and reward systems and structures are
hence symbolic.

7. Power Structures
 How is power distributed in the organisation?
 What are the core beliefs of the leaders?
 How strongly held are those beliefs?
 What are the main blockages to change?

8. Power structures
 The most powerful groups and individuals within the
organisation are likely to be more closely associated with
the core assumptions and beliefs of the organisation.
 Of course there are many sources of power within
organisations which may or may not feature in the stated
structure itself.

9. Organisational Structure
 How mechanistic/organic are the structures?
 How flat/hierarchical are the structures?
 How formal/informal are the structures?
 Do structures encourage collaboration of competition?
 What types of power structure do they support?

10. Organisational Structure
 To a large extent the organisational structure reflects or
points to the power with an organisation and the
relationships that might exist between individuals and
groups.
 The actual structure itself will give some indication of
cultural aspects such as the devolvement of power,
authority and responsibility and the role of collaboration or
competition within the organisation.

11. Control Systems
 What is most closely monitored/controlled?
 Is emphasis on reward or punishment?
 Are controls related to history or strategy?
 Are there few/many controls?

12. CONTROL SYSTEMS
 These are the things which get measured or monitored
either systematically or more informally.
 These include performance indicators which ensure that
what is important to the organisation gets the right level of
focus.
 Reward systems are also part of the control systems as
they offer incentives for individuals and groups who adopt
preferred behaviours.

13. Routines & Rituals
 Which routines are emphasised?
 Which would look odd if changed?
 What behaviour do routines encourage?
 What are the key rituals?
 What core beliefs do they reflect?
 What do training programmes emphasise?
 How easy are routines/rituals to change?

14. RITUALS & ROUTINES
 Routines are the things that make up ‘the way we do things
around here’ on a day-to-day basis.
 These are essentially unconscious or embedded behaviours
and possibly entrenched thinking which the organisation
may find difficult to change without considerable, concerted
and consistent effort.
 Rituals are regular activities which convey what is important
to the organisation.
 Rituals can be as informal as social time at the pub, to more
formal planned activities such as events and conferences.

15. THE Cultural
Source: Exploring Corporate Strategy – Scholes & Johnson 7th Edition