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1ST)
Organizations and their internal functions are incredibly
dependent on the culture which they framed to align their
business activities. Learning in organizations redefines the
intentions and business processes of organizations. Therefore,
religion is one of the strong determinants or evidence to
estimate whether business activities are running on a safe
platform or not. But culture will not be the same at all because
culture will get influenced by the ideologies, values, beliefs,
strategies, and other business aspects. In which leaders tend to
run their organizations to reach markets effectively, improve
their sales, and achieve core objectives. However, there are four
kinds of organizational culture in which each has its
significance.
Clan culture
Clan culture is a kind of nature in which organizations that have
adopted that culture will tend to nourish and improve the
abilities of employees and individuals. It strongly reflects that
such organizations believe in the development of organizations
through personal interests and efforts. The primary domain of
this culture is "accomplishing things together and combined
efforts".
Adhocracy culture
Organizations relied on such kinds of cultural values that are
likely to take up risks and explore things to create innovations
to reach markets with the first of its kind products. The main
motive is to " design and implement things first".
Market culture
Most organizations have adopted a market-oriented culture in

which organizations trade their outcomes to people who are in
need. The ultimate motive of this culture is to get the assigned
job done" (Burcu Guneri Cangarli, 2012).
Hierarchy culture
Companies which are having a hierarchical structure of culture
are very likely to control business operations with contained
and focused strategies. The more if such cultured organizations
are to "do things rightfully".
The common assumptions regarding culture are to be right to
their rules and the company's regulations, whereas more deep-
seated cultural assumptions are associated with the core
business objectives. It can be explained that achieving business
objectives by attaining customer satisfaction is one of the exams
to reflect that (Gabriel, 2015).
References
Burcu Guneri Cangarli. (2012). Multidimensionality of
organizational culture and its relationship with bureaucratic,
market, clan and output control in MNCS. African journal of
business management, 6(6). https://doi.org/10.5897/ajbm11.615
Gabriel, K. (2015). Organizational Development, Organizational
Culture and Organizational Change. SSRN Electronic
Journal.https://doi.org/10.2139/ssrn.2686104
2nd one :
Organizational issues are the most common obstacles that often
stifle organizations to perform their activities smoothly.
Leaders are accountable to eradicate these problems and
facilitate employees to continue their work and efforts. But a
common approach to tackle organizational issues will not be
efficient to enhance the situations. Bolman and Deal both
together proposed four frame theory of leadership. This theory
states that approaching and resolving organizational issues
should be done in 4 significant perspectives which are
technically called frames. These four perspectives or
frameworks include structural, human resource, political, and

symbolic views of organizations (Park, 2017).
In particular, the Human Resource frame is one of the active
areas by which organizations will be significantly influenced
and effectively. Human Resource is a platform for employees as
well as leaders where they can expand their capabilities
proficiently. The main motive of this frame is to encourage
employees and their contributions to improve the standards of
organizations as well as their professional lives.
Human Resource management would include an emphasis on
retaining employees' skills and talent within the company. On
top of that, the HR frame is one of the influential forces that
encourage employees and other staff to improve their
knowledge and work efficiently. Moreover, the HR frame
enables organizational people to sign powers for legitimate
purposes and will allow them to make use of authorities for
organizational accomplishments. It will bolster the confidence
of individuals and engrave employees into perfect structures. It
implies that employees will come to know their full potential
and strengths. Hence, it would be an excellent opportunity for
every employee to be guided by HR.
Along with these strategies, employees will be encouraged to
communicate and move socially with organizational people to
know how to be empathetic and concerned about individuals.
This struggle and emphasis by HR on improving employees'
skills and development show that they are the building blocks of
organizations and they are capable of avoiding organizational
issues if they were trained correctly by the HR frame (Quinlan,
2004).
References
Park, W. (2017). A Case Study for a New Program of a College
using the Four Frame Model of Bolman and Deal. The Journal
of Humanities and Social Sciences 21, 8(2), 481-
498. https://doi.org/10.22143/hss21.8.2.26
Quinlan, E. (2004). Leading With Soul: An Uncommon Journey
of Spirit, by Lee G. Bolman & Terrence E. Deal. Journal of
Catholic Education,

8(2). https://doi.org/10.15365/joce.0802112013
3rd one:
Schein's model of culture of organizations defines the way how
culture will show it's impacts and influence in driving the
organizational activities and growth. Learning is one of the key
factors that effectively make a company run on certain beliefs
which probably defines an own way or style of implementing
business activities. Every organization has its own beliefs and
values using which they achieved success in the market. But
deep down every organization's activities are run by the
underlying and generalized assumptions. Therefore, Schein's
theory of organizational culture is represented diagrammatically
using a pyramid-shaped structure (Mike, 2014).
Apple is one of the top brands in the market. It has well-
structured business and high sales in the mobile and electronics
consumer market. However, it has its style of marketing when
compared to others. It is critical to observe that the values and
beliefs believed by organizations reflect the ideologies of their
leaders. The company is driven on the basis of customer
satisfaction, user affordability, and quality in services and
products. These are the most common assumptions on which the
company has laid its foundation to continue its consistency or
performance in the market. When coming to the beliefs, CEOs
of Apple Inc. Have different ideologies, approaches, and
assumptions which have implemented strategic decisions and
actions to claim profits for the development of the company.

Steve Jobs, the past CEO of Apple, is the leader who strongly
believed in encouraging innovations and ideas. It is his firm
belief that new technologies and innovations will drive a
business towards the desired destination.
But Tim Cook did not create or stocked the company to change
its ideologies abruptly. He just wanted to inherit the legacy of
Steve Jobs by improving sales and profits with the practical
market but with the support of innovations and trends in
manufacturing the products. Every product made or designed by
the company is an artefact because the company has a unique
kind of its other mobile technology that has no such software
and security standards. It is how Apple Inc. has designed its
culture for effective marketing (Yergler, 2012).
References
Mike, B. (2014). Footprints in the Sand: Edgar
Schein. Organizational Dynamics, 43(4), 321-
328. https://doi.org/10.1016/j.orgdyn.2014.09.009
Yergler, J. (2012). Organizational Culture and Leadership, 4th
ed.20121Edgar H. Schein. Organizational Culture and
Leadership, 4th ed. San Francisco, CA: Jossey‐Bass 2010. 400
pp. $34.47 (Amazon) paperback, ISBN:
978‐0‐470‐19060‐9. Leadership & Organization Development
Journal, 33(4), 421-
423. https://doi.org/10.1108/01437731211229331
4th one:

Organization setting is the process of developing or
encouraging people or staff in organizations to move socially
and frequently interact with the higher authorities, aligning
functional tasks and core business objectives, expanding
organizational capabilities, decision making, and in contact with
the top management or the most senior administration.
The two main concepts involved in an organizational setting are
communication and establishing strong bonds with corporate
people and authority. On the other hand, the focus of
individuals plays a crucial role in organizational settings.
The first concept is effective communication and expanding
relationships with higher management. Since most of the
companies are based on hierarchical structures of employment,
every department in the organization is supervised by its
successor. Moreover, people who get involved in various
sections have to maintain healthy and strong relationships with
each other to keep the pace and consistency in performance. On
top of that, relationships in organizations will efficiently help
each other do understand strengths and weaknesses, and
thereby, they tend to work by sharing knowledge and
information. Ultimately it will increase the efficiency of
organizations by consolidating internal environments like
workplaces ("Sample Campaign Communication: Value of
Direct Relationship Between Company and Employee", 2015).
On the other hand, individuals and their focuses are crucial
elements in enabling them to drive to participate in business
activities. Moreover, the discussion of individuals and their
roles in organizations are the driving factors that will allow
individuals to be motivated to achieve professional or
individual goals assigned by the company. To bolster
confidence if individuals, organizations have to encourage them
at the back end and should invest as much as they can in
developing skills and talent of employees. Further, the goals of
organizations will be defined by the objectives accomplished by
individuals. Hence, employees, as well as organizations, have to
focus on improving the productivity and efficiency of

individuals (SUN et al., 2013).
References
Sun, J., Duan, J., & Tian, X. (2013). Employees’ Discretionary
Work Behaviours in Organizations. Advances in Psychological
Science, 20(4), 561-
574. https://doi.org/10.3724/sp.j.1042.2012.00561
Sample Campaign Communication: Value of Direct Relationship
Between Company and Employee. (2015), 38(6), 4-
4. https://doi.org/10.1002/mare.30068
Mitchell 2
Tamika Jones
ENG 101- Essay 2
June 11, 2020
9-11 Attack
There are a few events in history that has forever changed
the lives of US citizens forever. One of those events was the 9-
11 Attack on the US. The 9-11 Attack on the United States
changed a lot of things that were taken for granted in the US.
Some of the things that were ever changed
There was a total of 4 attacks planned that day, and a total
of 19 hijackers between the four planes. One plane crashed in
Pennsylvania, one plane crashed at the Pentagon, and two
planes crashed into the World Trade Center taking out the Twin
Towers. A total of 2996 people died between the three
locations. Of those there were civilians, police officers,
firefighter, and paramedics that that lost their lives.
9-11 was and act of Terrorism. The 19 terrorists were part
of an Islamic group associated with Al-Qaeda that main goal
was to kill Americans. The terrorists were trained in the US to
fly planes. The attacks were said to be in retaliation for the

capture of a high ranking Al-Qaeda leader. Bin Laden also had
some connections with the attack.
The effect that this attack had on the United States was
dramatic. One of the things that was affected was the economy.
This attack costed the US more than $2 billion dollars in the
stock market. Stocks dropped immediately. Jobs were lost and a
lot of people loss their jobs. The biggest loss was the cost of the
damage to the World Trade Center. The damage alone came up
to over $60 billion dollars.
Works Cited
Organizational Culture, Politics and Communication – Unit 2
Dr. Karen C. Love
Chapter 6
Schein
2
Chapter 6 – The Globe Study
3

4
Shein – Reality or Truth?
Deeper Assumptions of Macro cultures – Chapter 6
Reality and Truth
External Physical Reality – those things that can be determined
empirically by objective scientific tests.
Social reality – those things that members of a group regard as
matters of consensus, that are not externally or empirically
tested.
Individual reality – refers to what you have learned from your
own experience and has a quality of absolute truth to you.
5
6
Assumptions about the reality and truth
Assumptions about the nature of time
Assumptions about the nature of space
Assumptions about the nature of human nature, activity and
relationships

7
Possible Criteria for Determining Truth
Pure dogma, based on tradition and/or religion.
Revealed dogma, wisdom based on trust in the authority of wise
men.
Truth derived by a “rational-legal” process
Truth as that which survives conflict and debate
Truth as that which works, the purely dogmatic criterion
Truth as established by the scientific method, which becomes a
kind of dogma.
Chapter 6 – Reality and Truth

8
Pure Dogma
Revealed Dogma
Truth derived by a national legal process
We have determined there is no absolute truth, only
socially determined truth
Based on tradition or religion. It has always been done this
way; it is God’s will; written in scriptures.
Wisdom based on truth in the authority of wise men, formal
leaders, prophets, or kings; Our leader wants to do it this way;
our consultants have recommended that we do it this way; she
has more experience
9
Chapter 6
Reality and Truth
Truth as that which survives conflict and debate.
Truth as that which works, the purely pragmatic criterion. Let’s
try it out this way and evaluate how we are doing.

Truth as that which works, the purely pragmatic criterion:
We thrashed it out in three different committees, tested it on the
sales force, and the idea is still sound, so we will do it.
Let’s try it out this way and evaluate how we are doing
Truth as established by the dogma of scientific method:
Our researchers shows that this is the right way to do it; we’ve
done three surveys……all shows the same thing.
Chapter 6
Time
10
Monochronic
United States – an infinitely divisible linear ribbon that can be
divided into appointments and other compartments, but which
one thing can be done at a time.
Time is a commodity that can be spent, wasted, killed, or made
good use of but once a unit time is over, it is gone forever.

Chapter 6
Time
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Polychronic
A medium defined by what is accomplished than by a clock and
within which several things can be done simultaneously.
Even more extreme is the cyclical concept of time as a recurring
series of phases, rather circular in form.
One season follows the next, one life leads into another as seen
in some Asian societies.
The Nature of Time and Space
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The past – thinking about how things use to be
The present - worrying only how to get the immediate task done

The near future – worrying mostly about quarterly results
The distant future – investing heavily in research and
development or in building market share at the expense of
immediate profits.
Space
13
Intimacy Distance
Personal Distance
Social Distance
Public Distance
Shein – Chapter 6
Assumptions about the Nature of Human Relationships
14
What the relationship should be between higher and lower status
people (and by implication between the individual and the
group)?
What the relationship should be between peers and fellow team
members?

Shein – Chapter 6
15
Level 1: Exploitation, No Relationship or a Negative
Relationship
Examples: Prisoners, slaves, sometimes members of extremely
different cultures or those we consider undeveloped, very old,
emotionally ill, etc.
Shein – Chapter 6
16
Level 2: Acknowledgement, Civility, Transactional Role
Relations
Examples: Strangers on the street, seatmates on trains and
planes, service people whose help we need, which includes
professional helper of all sorts.
Shein – Chapter 6
17
Level 3: Recognition as a Unique Person; Working
Relationships
Examples: Causal friendships, people whom we now “as
people”, members of working teams, people whom we have
come to know through common work or educational
experiences.
Shein – Chapter 6

18
Level 4: Strong Emotions – Close Relations, Love and Intimacy
Examples: Relationships where stronger positive emotions are
involved. This kind of relationship is usually viewed as
undesirable in work or helping situations. Trust here goes one
step beyond Level 2 in that participants not only agree not harm
each other but assume that they will actively support each other
when possible or when needed and be more open.
Shein – Chapter 6
19
Which of the dimensions surprised you most, because you have
never thought of culture in that way?
Which issues have bothered you most when you interact with
someone from another culture?
What are your own attitudes about time? How late can a person
be without offending you? How late do you allow yourself to be
when you are running late?
Shein – Chapter 6
20

4. Which excuses are legitimate for being late?
5. Have you observed the need to become “more personal” in
your various relationships to build trust and open
communication?
Shein – Chapter 7
21
Shein – Chapter 7
Task Force and Team
What are the common cultural characteristics identified by
the team needed to work effectively?
Authority
Intimacy
22
Shein – Chapter 7
Cultural Intelligence
23
Actual knowledge of some of the essentials of other cultures
involved

Cultural sensitivity or mindfulness about culture
Motivation to learn about other cultures
Behavioral skills and flexibility to learn new ways of doing
things.
Shein – Chapter 7
24
We do not have choices as to whom to assign tasks because of
our limited resources in the technical skills needed to do the
work.
If a leader decides to increase the cultural competence of
employees, what kind of experiences should they have?
What should the leader do by way of designing learning
processes that will stimulate such competence regardless of the
initial state of cultural intelligence of the participants?

Shein – Chapter 7
What kind of social learning process has to be created to
achieve a state of reflection?
Cultural Island
The problems with authority, intimacy, and identity must be
confronted immediately through personal experimentation and
observation of an individual’s impact on others.
25
Shein – Chapter 7
Talking to the Campfire
Allow enough time to reflect on engaging conversation.
Use the absence of eye contact because it makes it easier to
suspend reactions, disagreements, objections and other
responses that might be triggered by face to face conversations.
26
Shein – Chapter 7
Purpose: Allow participants to begin to see where their deeper

levels of thought and tacit assumptions differ.
Such reflection leads to better listening in that you identify your
own assumptions and filters first, and you are less likely to
mishear or misunderstand the subtle meanings of words of
others.
27
Shein – Chapter 7
others.
28
Shein – Chapter 7
Cultural Experiment
29
Shein – Chapter 8
How Culture Beings and The Role of the Founder of

Organizations
Dr. Karen C. Love
30
Shein – Chapter 8
Stage 1
Forming: Finding One’s Identity and Role
Identity and Role
Who am I to be in this group?
Authority and Influence
Who will control whom in this group, and will I have my own
influence needs met?
Intimacy
How will I relate to the other members to this group and what
level?
31
Shein – Chapter 8
Stage 2
Storming: Resolving Who Will Have Authority and Influence
The convener can “bury” the issue by being a strong chair or
relying compulsively on Robert’s Rules of Order but the issue
will then surface around disagreements and challenges on the
task itself.
If someone makes a move to influence the group, does the group
ignore, waffle, fight, or accept? Who does that?
What does the formal leader do?
If the explicit or implicit fighting continues, how does the
group move forward?
32

Shein – Chapter 8
Stage 3
Norming: Resolving at Which Level of Relationship We want to
Operate
How does the recognition come about?
Do we all participate equally?
Do we all want to stay task focused and efficient (Level 1), or
do we want to get to know each other a bit (Level 2).
33
Shein – Chapter 8
Stage 4
Performing: The Problem of Task Accomplishment
Stage 1 – many groups get stuck here
Stage 2 - members believe they are great and all like each
others
The leader now has to ensure that consensus is reached on what
the task is and how best to tackle it, especially with regard to
the problem-solving methods, the decision processes, and the
assessment method the group should use to track the progress.
34

Shein – Chapter 8
Ken Olsen – Digital Equipment Corporation
Strong cultural assumptions
Reward and punishment behavior
His philosophy influenced those who shared his theory of
reward and punishment and socialization practices that
reinforced and perpetuated it.
1990 DEC Economic Collapse
Sold to Compaq
Organizational philosophy did not transcend to other
circumstances – was not sustainable.
35
Shein – Chapter 8
Sam Steinberg and Steinberg’s of Canada
Mission: To supply a high-quality, reliable product to customers
in clean, attractive surroundings and that his customers’ needs
were the primary consideration in all major decisions.
Always willing to experiment to improve the business.
Power and authority remined centralized in the organization.
Success was tied to the ideology of the founder.
36

Shein – Chapter 8
Fred Smithfield: a “Serial Entrepreneur”
Creative Conceptualizer, not a manager
Real estate ventures
Lobbyist – environmental organizations
Taught in Midwestern Business School – Entrepreneurship
Brought in people who could manage the business internally.
37
Shein – Chapter 8
Steve Jobs: Apple
Founded in 1976 by Jobs and Wozniak.
Revolutionize how people use completers.
Jobs was the moral compass in having the strongest feelings
about how the company culture should evolve.
38
Shein – Chapter 8
Thomas Watson Sr. and Son - IBM
IBM was not founded by a technical entrepreneur and never
built an engineering –based organization.
T. Watson – thought like a sales and marketer throughout his
career.
Marketing executive accepted as an outsider and helped the
company regain its competitive edge by reinvigorating it around
its original identity. (Gerstner, 2002).
39

Shein – Chapter 8
Hewlett and Packard
Growth and success reflected an effective division of labor
between;
Hewlett – technical leader
Packard – business leader
Teamwork was the central value in the HP way.
40
Bolman and Deal
The Human Resource Frame
Dr. Karen C. Love
41
Bolman & Deal – Chapter 6
Human Resource Assumptions
Folllett (1918)/ May (1933, 1945) – questioned the assumption
that workers had no rights beyond the paycheck.
Work Hard/ Follow Orders
Pioneers criticized the assumptions on two grounds:
It is unfair
It is bad psychology
Folllett (1918)/ May (1933, 1945)
Skills, attitudes, energy and loyalty are vital resources that can
make or break an enterprise.
Organizations exist to serve human needs rather than the
converse.
People and organizations need each other.

Organizations need ideas, energy and talent.
People need careers, salaries and opportunities
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Folllett (1918)/ May (1933, 1945)
When the fit between individual and system is poor, one or both
suffer. Individuals are exploited or exploit the organization –
or both become victims.
A good fit benefits both. Individuals find meaningful and
satisfying work and organizations get the talent and energy they
need to succeed.
Organizations ask, “How do we find and retain people with the
skills and attitudes to do the work?”
Workers ask, “How well will this place meet my needs?”
43
Human Needs
Theorists argue that the idea is too vague and refers to

something difficult to observe.
Others say that people have needs that are so variable and
strongly influenced by their surroundings that the concept offers
little help in explaining behavior.
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The Human Resource Frame – Maslow’s Hierarchy
45
Self-Actualization
Esteem
Social/Belonging
Safety
Physiological
The Human Resource Frame – Macgregor (1960)
46

Human Needs
Manager’s assumptions about people tend to become self-
fulfilling prophecies.
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Theory X
Subordinates are passive and lazy
Theory X Emphasizes
Coercion
Subordinates have little ambition
Subordinates prefer to be led
Subordinates resist change
Tight Controls
Threats
Punishments

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Theory X results in…..
Low productivity
Soft Version of Theory X
Try to avoid conflict
Antagonism
Militant Unions
Subtle sabotage
Keep everyone happy
The need to recognition of higher-level needs
Symptoms of illness
Resultant passivity
Hostility
Refusal to accept responsibility

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Theory Y
The essential task of management is to arrange conditions so
that people can achieve their own goals best by directing efforts
toward organizational rewards.
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Argyris (1957, 1964)
People have basic “self-actualization trends – akin to the efforts
of a plant to reach its biological potential.
52
Argyris (1957, 1964)- con’t

From infancy into adulthood, people advance from dependence
to independence, from a narrow to a broader range of skills and
interest.
Task Specialization Frustrations Experienced by Workers
They withdraw – through chronic absenteeism or simply by
quitting
They stay on the job but withdraw psychologically, becoming
indifferent
They resist by resisting output, deception, featherbedding or
sabotage (no drinking, card playing, horseplay, music, working
up the line, leaving the department)…..
They try to climb the hierarchy to better jobs.
They form alliances (labor unions) to redress the power
imbalance.
They teach their children to believe that work is unrewarding
and hopes for advancement are slim.
53
The Changing Employment Contract
Complex global structures
Well-trained, loyal human capital.
Higher level of skill, intelligence and commitment across a
broader spectrum of employees.
A network of decentralized decision nodes is a blueprint for

disaster if the dispersed decision makers lack the capacity or
desire to make sensible choices.
54
Lean and Mean: More Benefits Than Costs?
More flexible workforce seem compelling
Lower cost; higher efficiency and greater ability to respond to
business fluctuations.
Downsizing works best when new technology and smart
management combine to enable fewer people to do more.
Dumbsizing – Many firms continue to make flawed decisions –
hasty, across the board cuts – than come back to haunt, on the
bottom line suppliers and in demoralized employees.
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Bolman and Deal – Chapter 7
Human Resource Frame
Dr. Karen C. Love
56

Improving Human Resource Management
57
Build an implement an HR Strategy
Develop a shared philosophy for managing people.
Hire the right people.
Know what you want
Be selective
Keep them.
Reward well
Protect jobs
Promote from within
Share the wealth.

58
Invest in
Invest in them
Invest in learning
Create development opportunities
Empower
Empower them
Provide information and support
Encourage autonomy and participation
Redesign work
Foster self-managing teams
Promote egalitarianism

Promote
Promote Diversity
Be explicit and consistent about the organization’s diversity
philosophy
Hold managers accountable.
Promote from Within
It encourages both management and employees to invest time
and resources in upgrading skills.
It is a powerful performance incentive.
It fosters trust and loyalty.
It capitalizes on knowledge and skills of veteran employees.
It avoids errors by newcomers unfamiliar with the company’s
history and proven ways.
It increases the likelihood that employees will think for longer
term and avoid impetuous, shortsighted decision (Collins and
Porras, 1994)
Highly successful corporations rarely hire a Chief Executive
from the outside; less effective companies do so regularly
(Collins and Porras, 1994)

59
Chapter 8
Interpersonal and Group Dynamics
Coming together is a beginning. Keeping together is progress.
Working together is success. Henry Ford.
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Interpersonal Dynamics
What is really happening in this relationship?
What motives are behind other people’s behavior?
What can I do about it?
Argyris & Schon’s Theories of Action
Individual behavior is controlled by personal theories for
actions – assumptions that inform and guide behavior.
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Core Values

Define and achieve your goals.
Action strategies
Design and manage the environment unilaterally
Consequences for behavioral world
You will be seen as defensive, inconsistent, fearful and selfish.
Consequences for learning
Self-sealing (so you won’t know about negative consequences
of your action).
63
Core Values
Maximize winning, minimize losing

Action strategies
Own and control whatever is relevant to your interests
You create defensiveness in interpersonal relationships
Single-loop learning (you don’t question your core values and
assumptions
64
Core Values
Minimizing generating or expressing negative feelings
Action strategies

Unilaterally protect yourself (from criticism, discomfort,
vulnerability and so on).
You reinforce defensive norms (mistrust, risk avoidance,
conformity, rivalry, and so on.
Your test your assumptions and beliefs privately, not publicly.
65
Core Values
Be Rational
Action strategies

Unilaterally protect others from being upset or hurt (censor bad
news, hold private meetings, etc.)
Key issues become un-discussable
Unconscious collusion to protect yourself and others from
learning.
Informal Roles
66
Contributors: Task-Oriented, Structural-Frame Individuals
(Plans & Tactics)
Collaborators: Big Pictures, More symbolic types who help a
group clarify long-term directions
Communicators: Process-Oriented, Human Resource Frame
Individuals who serve as facilitators and consensus builders

Challengers: Political frame individuals who ask tough
questions and push the group to take risks and achieve higher
standards.
Crucial Conversations
67
Crucial Conversations – Tools for Talking When Stakes Are
High
“The void created by the failure to communicate is soon filled
with poison, drivel, and misrepresentation”.
C. Northcote Parkinson
68

68
Crucial Conversations – A discussion between two or more
people where
Stakes are high
Opinions vary
Emotions run strong
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people where
We can avoid them (suffer the consequences)
We can face them and handle them poorly (suffer the
consequences)
We can face them and handle them well
70
70
people where
Fight or Flight
Ø Intelligent persuasion
Ø Gentle Attentiveness

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Asking a roommate to move out
Resolving custody or visitation issues with an ex-spouse
Dealing with a rebellious teen
Talking to a team member who isn’t keeping commitments
Discussing problems with sexual intimacy
Giving an unfavorable performance review
Asking in-laws to quit interfering
Ending a relationship
Talking to a coworker who behaves offensively
Asking a friend to repay a loan
Giving the boss feedback about her behavior
Critiquing a colleague’s work
72
Master your crucial conversations and you will kick-start your
career, strengthen your relationships, and improve your health.
73

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Kick-Start Career
Who can get things done, and at the same time build on
relationships, are those who master their crucial conversations.
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Kick-Start Your Career
You don’t have to choose between being honest and being
effective.
You don’t have to choose between candor and your career.
People who routinely hold crucial conversations and hold them
well
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Improve Your Organization
Solve pressing problems.
Safety – step up and hold a crucial conversation
Productivity – the affected parties addresses the problems
immediately.
Diversity – Discuss the issue with the offending party.
76
76
Quality – Discuss problems face to face when they come up.
Every other hot topic – companies that are best in class in
innovation, teamwork, change management, or any other area
that calls for human interaction are best-in-class in holding the
relevant crucial conversations.
77
77
78

78
What’s the relationship between success in a key area and
crucial conversations?
Companies that make impressive improvements in key
performance areas (and eventually master them) are generally
no different than others in their efforts to improve.
79
79
80
80
Improve Your Relationships
Could failed crucial conversations lead to failed relationships?
People fall into three categories
Those who digress into threats and name-calling

Those who revert in silent fuming
Those who speak openly, honestly, and effectively
81
81
Are there any conversations you are handling poorly?
Do you walk away from some issues only to come charging back
into others?
Do you hold in ugly opinions only to have them tumble out as
sarcastic remarks or cheap shots?
When it matters the most, are you on your worst behavior?

Revitalize Your Community
If the fate of an organization is largely determined by how
pivotal conversations are habitually handled, why should the
communities that surround them be any different? The truth is,
they aren’t!
82
82
Improve your Personal Health
Dr. Janie Kiecolt-Glaser & Dr. Ronald Glaser
Married Couples & Immune Systems
Life-threatening Diseases
83
83
Chapter 2
“Give me a lever long enough and I shall move the world.”
Archimedes
Mastering Crucial Conversations
The Power of Dialogue

84
84
85
85
“Filling the Pool of Shared Meaning”
Shared – people willingly act on whatever decisions they make
– with unity and conviction.
Dialogue skills are learnable
86
86
Chapter 3

Start with Heart
How to Stay Focused on What You Really Want
Chapter 3
The only person we can change is the person in the mirror.
Skilled people Start with Heart – they begin high-risk
discussions with the right motives, and they stay focused, no
matter what happens.
87
87
Chapter 3
88

88
89
89
Chapter 3
Skilled people begin with the right motives.
Skilled people don’t make Sucker’s Choices.
The dialogue smart believe that dialogue, no matter the
circumstances, is always an option.
90
90

Chapter 3
Focused on What You Really Want.
When you find yourself moving toward silence or violence, stop
and pay attention to your motives.
91
91
Chapter 3
Ask yourself: What does my behavior tell me about what my
motives are?
Clarify what you really want. Ask yourself: What do I want for
myself? For others? For the relationships?

92
92
Chapter 3
Finally ask: “How would I behave if this were what I really
wanted?”
93
93
Chapter 3
Refuse the Sucker’s Choice

Watch to see if you are telling yourself that you must choose
between peace and honesty, between winning and losing, and so
on.
94
94
Chapter 3
Break free of these Sucker’s Choices by searching for the “and”
95

95
Chapter 3
Clarify what you don’t want, add it to what you do want, and
ask your brain to start searching for healthy options to bring
you to dialogue.
Chapter 4
Learn to Look
How to Notice When Safety Is at Risk
96
96
Chapter 4
I have known a thousand scamps; but I never met one who
considered himself so. Self-knowledge isn’t so common.
97
97
Organizational Culture, Politics and Communication

98
98
Chapter 5
Make it Safe
How to Make It Safe to Talk about Almost Anything
99
99
Chapter 5
They had lived together for so many years that they mistook
their arguments for conversations.
…

Organizational Culture, Politics and Communication – Unit 2
Dr. Karen C. Love
Chapter 6
Schein
2
3
4
Reality and Truth
External Physical Reality – those things that can be determined
empirically by objective scientific tests.
Social reality – those things that members of a group regard as
matters of consensus, that are not externally or empirically
tested.
Individual reality – refers to what you have learned from your
own experience and has a quality of absolute truth to you.
5

6
Assumptions about the reality and truth
Assumptions about the nature of time
Assumptions about the nature of space
Assumptions about the nature of human nature, activity and
relationships
7
Possible Criteria for Determining Truth
Pure dogma, based on tradition and/or religion.
Revealed dogma, wisdom based on trust in the authority of wise
men.

Truth derived by a “rational-legal” process
Truth as that which survives conflict and debate
Truth as that which works, the purely dogmatic criterion
Truth as established by the scientific method, which becomes a
kind of dogma.
Chapter 6 – Reality and Truth
8
Pure Dogma
Revealed Dogma
Truth derived by a national legal process
We have determined there is no absolute truth, only
socially determined truth
Based on tradition or religion. It has always been done this
way; it is God’s will; written in scriptures.

Wisdom based on truth in the authority of wise men, formal
leaders, prophets, or kings; Our leader wants to do it this way;
our consultants have recommended that we do it this way; she
has more experience
9
Chapter 6
Reality and Truth
Truth as that which survives conflict and debate.
Truth as that which works, the purely pragmatic criterion. Let’s
try it out this way and evaluate how we are doing.
Truth as that which works, the purely pragmatic criterion:
We thrashed it out in three different committees, tested it on the
sales force, and the idea is still sound, so we will do it.
Let’s try it out this way and evaluate how we are doing
Truth as established by the dogma of scientific method:
Our researchers shows that this is the right way to do it; we’ve
done three surveys……all shows the same thing.

Chapter 6
Time
10
Monochronic
United States – an infinitely divisible linear ribbon that can be
divided into appointments and other compartments, but which
one thing can be done at a time.
Time is a commodity that can be spent, wasted, killed, or made
good use of but once a unit time is over, it is gone forever.
Chapter 6
Time
11
Polychronic
A medium defined by what is accomplished than by a clock and
within which several things can be done simultaneously.
Even more extreme is the cyclical concept of time as a recurring
series of phases, rather circular in form.

One season follows the next, one life leads into another as seen
in some Asian societies.
The Nature of Time and Space
12
The past – thinking about how things use to be
The present - worrying only how to get the immediate task done
The near future – worrying mostly about quarterly results
The distant future – investing heavily in research and
development or in building market share at the expense of
immediate profits.
Space
13
Intimacy Distance

Personal Distance
Social Distance
Public Distance
Shein – Chapter 6
14
What the relationship should be between higher and lower status
people (and by implication between the individual and the
group)?
What the relationship should be between peers and fellow team
members?
Shein – Chapter 6
15
Level 1: Exploitation, No Relationship or a Negative
Relationship
Examples: Prisoners, slaves, sometimes members of extremely
different cultures or those we consider undeveloped, very old,
emotionally ill, etc.
Shein – Chapter 6
16
Level 2: Acknowledgement, Civility, Transactional Role
Relations

Examples: Strangers on the street, seatmates on trains and
planes, service people whose help we need, which includes
professional helper of all sorts.
Shein – Chapter 6
17
Level 3: Recognition as a Unique Person; Working
Relationships
Examples: Causal friendships, people whom we now “as
people”, members of working teams, people whom we have
come to know through common work or educational
experiences.
Shein – Chapter 6
18
Level 4: Strong Emotions – Close Relations, Love and Intimacy
Examples: Relationships where stronger positive emotions are
involved. This kind of relationship is usually viewed as
undesirable in work or helping situations. Trust here goes one
step beyond Level 2 in that participants not only agree not harm
each other but assume that they will actively support each other
when possible or when needed and be more open.
Shein – Chapter 6
19
Which of the dimensions surprised you most, because you have

never thought of culture in that way?
Which issues have bothered you most when you interact with
someone from another culture?
What are your own attitudes about time? How late can a person
be without offending you? How late do you allow yourself to be
when you are running late?
Shein – Chapter 6
20
4. Which excuses are legitimate for being late?
5. Have you observed the need to become “more personal” in
your various relationships to build trust and open
communication?
Shein – Chapter 7
21
Shein – Chapter 7

Task Force and Team
What are the common cultural characteristics identified by
the team needed to work effectively?
Authority
Intimacy
22
Shein – Chapter 7
23
Actual knowledge of some of the essentials of other cultures
involved
Cultural sensitivity or mindfulness about culture
Motivation to learn about other cultures
Behavioral skills and flexibility to learn new ways of doing
things.
Shein – Chapter 7
24

We do not have choices as to whom to assign tasks because of
our limited resources in the technical skills needed to do the
work.
If a leader decides to increase the cultural competence of
employees, what kind of experiences should they have?
What should the leader do by way of designing learning
processes that will stimulate such competence regardless of the
initial state of cultural intelligence of the participants?
Shein – Chapter 7
Cultural Island
The problems with authority, intimacy, and identity must be
confronted immediately through personal experimentation and
observation of an individual’s impact on others.
25
Shein – Chapter 7

Allow enough time to reflect on engaging conversation.
Use the absence of eye contact because it makes it easier to
suspend reactions, disagreements, objections and other
responses that might be triggered by face to face conversations.
26
Shein – Chapter 7
others.
27
Shein – Chapter 7

others.
28
Shein – Chapter 7
Cultural Experiment
29
Shein – Chapter 8
How Culture Beings and The Role of the Founder of
Organizations
Dr. Karen C. Love
30
Shein – Chapter 8
Stage 1
Forming: Finding One’s Identity and Role
Identity and Role
Who am I to be in this group?
Authority and Influence
Who will control whom in this group, and will I have my own
influence needs met?
Intimacy
How will I relate to the other members to this group and what
level?

31
Shein – Chapter 8
Stage 2
Storming: Resolving Who Will Have Authority and Influence
The convener can “bury” the issue by being a strong chair or
relying compulsively on Robert’s Rules of Order but the issue
will then surface around disagreements and challenges on the
task itself.
If someone makes a move to influence the group, does the group
ignore, waffle, fight, or accept? Who does that?
What does the formal leader do?
If the explicit or implicit fighting continues, how does the
group move forward?
32
Shein – Chapter 8
Stage 3
Norming: Resolving at Which Level of Relationship We want to
Operate
How does the recognition come about?
Do we all participate equally?
Do we all want to stay task focused and efficient (Level 1), or
do we want to get to know each other a bit (Level 2).
33

Shein – Chapter 8
Stage 4
Performing: The Problem of Task Accomplishment
Stage 1 – many groups get stuck here
Stage 2 - members believe they are great and all like each
others
The leader now has to ensure that consensus is reached on what
the task is and how best to tackle it, especially with regard to
the problem-solving methods, the decision processes, and the
assessment method the group should use to track the progress.
34
Shein – Chapter 8
Ken Olsen – Digital Equipment Corporation
Strong cultural assumptions
Reward and punishment behavior
His philosophy influenced those who shared his theory of
reward and punishment and socialization practices that
reinforced and perpetuated it.
1990 DEC Economic Collapse
Sold to Compaq
Organizational philosophy did not transcend to other
circumstances – was not sustainable.
35

Shein – Chapter 8
Sam Steinberg and Steinberg’s of Canada
Mission: To supply a high-quality, reliable product to customers
in clean, attractive surroundings and that his customers’ needs
were the primary consideration in all major decisions.
Always willing to experiment to improve the business.
Power and authority remined centralized in the organization.
Success was tied to the ideology of the founder.
36
Shein – Chapter 8
Fred Smithfield: a “Serial Entrepreneur”
Creative Conceptualizer, not a manager
Real estate ventures
Lobbyist – environmental organizations
Taught in Midwestern Business School – Entrepreneurship
Brought in people who could manage the business internally.
37
Shein – Chapter 8
Steve Jobs: Apple
Founded in 1976 by Jobs and Wozniak.
Revolutionize how people use completers.
Jobs was the moral compass in having the strongest feelings
about how the company culture should evolve.

38
Shein – Chapter 8
Thomas Watson Sr. and Son - IBM
IBM was not founded by a technical entrepreneur and never
built an engineering –based organization.
T. Watson – thought like a sales and marketer throughout his
career.
Marketing executive accepted as an outsider and helped the
company regain its competitive edge by reinvigorating it around
its original identity. (Gerstner, 2002).
39
Shein – Chapter 8
Hewlett and Packard
Growth and success reflected an effective division of labor
between;
Hewlett – technical leader
Packard – business leader
Teamwork was the central value in the HP way.
40
Bolman and Deal
Dr. Karen C. Love
41

Folllett (1918)/ May (1933, 1945) – questioned the assumption
that workers had no rights beyond the paycheck.
Work Hard/ Follow Orders
Pioneers criticized the assumptions on two grounds:
It is unfair
It is bad psychology
Folllett (1918)/ May (1933, 1945)
Skills, attitudes, energy and loyalty are vital resources that can
make or break an enterprise.
Organizations exist to serve human needs rather than the
converse.
People and organizations need each other.
Organizations need ideas, energy and talent.
People need careers, salaries and opportunities
42
Folllett (1918)/ May (1933, 1945)
When the fit between individual and system is poor, one or both
suffer. Individuals are exploited or exploit the organization –
or both become victims.
A good fit benefits both. Individuals find meaningful and

satisfying work and organizations get the talent and energy they
need to succeed.
Organizations ask, “How do we find and retain people with the
skills and attitudes to do the work?”
Workers ask, “How well will this place meet my needs?”
43
Human Needs
Theorists argue that the idea is too vague and refers to
something difficult to observe.
Others say that people have needs that are so variable and
strongly influenced by their surroundings that the concept offers
little help in explaining behavior.
44
The Human Resource Frame – Maslow’s Hierarchy
45
Self-Actualization

Esteem
Social/Belonging
Safety
Physiological
The Human Resource Frame – Macgregor (1960)
46
Human Needs
Manager’s assumptions about people tend to become self-
fulfilling prophecies.
47
Theory X

Subordinates are passive and lazy
Theory X Emphasizes
Coercion
Subordinates have little ambition
Subordinates prefer to be led
Subordinates resist change
Tight Controls
Threats
Punishments
48
Theory X results in…..
Low productivity
Soft Version of Theory X
Try to avoid conflict
Antagonism

Militant Unions
Subtle sabotage
Keep everyone happy
The need to recognition of higher-level needs
Symptoms of illness
Resultant passivity
Hostility
Refusal to accept responsibility
49
50
Theory Y
The essential task of management is to arrange conditions so
that people can achieve their own goals best by directing efforts
toward organizational rewards.

51
Argyris (1957, 1964)
People have basic “self-actualization trends – akin to the efforts
of a plant to reach its biological potential.
52
Argyris (1957, 1964)- con’t
From infancy into adulthood, people advance from dependence
to independence, from a narrow to a broader range of skills and
interest.
Task Specialization Frustrations Experienced by Workers
They withdraw – through chronic absenteeism or simply by
quitting
They stay on the job but withdraw psychologically, becoming
indifferent
They resist by resisting output, deception, featherbedding or
sabotage (no drinking, card playing, horseplay, music, working
up the line, leaving the department)…..

They try to climb the hierarchy to better jobs.
They form alliances (labor unions) to redress the power
imbalance.
They teach their children to believe that work is unrewarding
and hopes for advancement are slim.
53
The Changing Employment Contract
Complex global structures
Well-trained, loyal human capital.
Higher level of skill, intelligence and commitment across a
broader spectrum of employees.
A network of decentralized decision nodes is a blueprint for
disaster if the dispersed decision makers lack the capacity or
desire to make sensible choices.
54
Lean and Mean: More Benefits Than Costs?
More flexible workforce seem compelling
Lower cost; higher efficiency and greater ability to respond to
business fluctuations.
Downsizing works best when new technology and smart
management combine to enable fewer people to do more.

Dumbsizing – Many firms continue to make flawed decisions –
hasty, across the board cuts – than come back to haunt, on the
bottom line suppliers and in demoralized employees.
55
Bolman and Deal – Chapter 7
Human Resource Frame
Dr. Karen C. Love
56
57
Build an implement an HR Strategy
Develop a shared philosophy for managing people.
Hire the right people.
Know what you want
Be selective

Keep them.
Reward well
Protect jobs
Promote from within
Share the wealth.
58
Invest in
Invest in them
Invest in learning
Create development opportunities
Empower

Empower them
Provide information and support
Encourage autonomy and participation
Redesign work
Foster self-managing teams
Promote egalitarianism
Promote
Promote Diversity
Be explicit and consistent about the organization’s diversity
philosophy
Hold managers accountable.

Promote from Within
It encourages both management and employees to invest time
and resources in upgrading skills.
It is a powerful performance incentive.
It fosters trust and loyalty.
It capitalizes on knowledge and skills of veteran employees.
It avoids errors by newcomers unfamiliar with the company’s
history and proven ways.
It increases the likelihood that employees will think for longer
term and avoid impetuous, shortsighted decision (Collins and
Porras, 1994)
Highly successful corporations rarely hire a Chief Executive
from the outside; less effective companies do so regularly
(Collins and Porras, 1994)
59
Chapter 8
Coming together is a beginning. Keeping together is progress.
Working together is success. Henry Ford.
60
Interpersonal Dynamics
What is really happening in this relationship?
What motives are behind other people’s behavior?
What can I do about it?

Argyris & Schon’s Theories of Action
Individual behavior is controlled by personal theories for
actions – assumptions that inform and guide behavior.
61
62
Core Values
Define and achieve your goals.
Action strategies
Design and manage the environment unilaterally
You will be seen as defensive, inconsistent, fearful and selfish.

Self-sealing (so you won’t know about negative consequences
of your action).
63
Core Values
Maximize winning, minimize losing
Action strategies
Own and control whatever is relevant to your interests
You create defensiveness in interpersonal relationships
Single-loop learning (you don’t question your core values and

assumptions
64
Core Values
Minimizing generating or expressing negative feelings
Action strategies
Unilaterally protect yourself (from criticism, discomfort,
vulnerability and so on).
You reinforce defensive norms (mistrust, risk avoidance,
conformity, rivalry, and so on.
Your test your assumptions and beliefs privately, not publicly.

65
Core Values
Be Rational
Action strategies
Unilaterally protect others from being upset or hurt (censor bad
news, hold private meetings, etc.)
Key issues become un-discussable
Unconscious collusion to protect yourself and others from
learning.

Informal Roles
66
Contributors: Task-Oriented, Structural-Frame Individuals
(Plans & Tactics)
Collaborators: Big Pictures, More symbolic types who help a
group clarify long-term directions
Communicators: Process-Oriented, Human Resource Frame
Individuals who serve as facilitators and consensus builders
Challengers: Political frame individuals who ask tough
questions and push the group to take risks and achieve higher
standards.

67
Crucial Conversations – Tools for Talking When Stakes Are
High
“The void created by the failure to communicate is soon filled
with poison, drivel, and misrepresentation”.
C. Northcote Parkinson
68
68
people where
Stakes are high
Opinions vary
Emotions run strong
69
69
people where

We can avoid them (suffer the consequences)
We can face them and handle them poorly (suffer the
consequences)
We can face them and handle them well
70
70
people where
Fight or Flight
Ø Intelligent persuasion
Ø Gentle Attentiveness
71
71
72
Asking a roommate to move out
Resolving custody or visitation issues with an ex-spouse
Dealing with a rebellious teen
Talking to a team member who isn’t keeping commitments
Discussing problems with sexual intimacy
Giving an unfavorable performance review
Asking in-laws to quit interfering
Ending a relationship
Talking to a coworker who behaves offensively

Asking a friend to repay a loan
Giving the boss feedback about her behavior
Critiquing a colleague’s work
72
Master your crucial conversations and you will kick-start your
career, strengthen your relationships, and improve your health.
73
73
Kick-Start Career
Who can get things done, and at the same time build on
relationships, are those who master their crucial conversations.
74
74

Kick-Start Your Career
You don’t have to choose between being honest and being
effective.
You don’t have to choose between candor and your career.
People who routinely hold crucial conversations and hold them
well
75
75
Solve pressing problems.
Safety – step up and hold a crucial conversation
Productivity – the affected parties addresses the problems
immediately.
Diversity – Discuss the issue with the offending party.
76
76

77
77
78
78
What’s the relationship between success in a key area and
crucial conversations?
Companies that make impressive improvements in key
performance areas (and eventually master them) are generally
no different than others in their efforts to improve.
79
79

80
80
Improve Your Relationships
Could failed crucial conversations lead to failed relationships?
People fall into three categories
Those who digress into threats and name-calling
Those who revert in silent fuming
Those who speak openly, honestly, and effectively
81
81
Are there any conversations you are handling poorly?

Do you walk away from some issues only to come charging back
into others?
Do you hold in ugly opinions only to have them tumble out as
sarcastic remarks or cheap shots?
When it matters the most, are you on your worst behavior?
Revitalize Your Community
If the fate of an organization is largely determined by how
pivotal conversations are habitually handled, why should the
communities that surround them be any different? The truth is,
they aren’t!
82
82
Improve your Personal Health

Dr. Janie Kiecolt-Glaser & Dr. Ronald Glaser
Married Couples & Immune Systems
Life-threatening Diseases
83
83
Chapter 2
“Give me a lever long enough and I shall move the world.”
Archimedes
Mastering Crucial Conversations
The Power of Dialogue
84
84
85
85
“Filling the Pool of Shared Meaning”

Shared – people willingly act on whatever decisions they make
– with unity and conviction.
Dialogue skills are learnable
86
86
Chapter 3
Start with Heart
How to Stay Focused on What You Really Want
Chapter 3

87
87
Chapter 3
88
88
89
89
Chapter 3
Skilled people begin with the right motives.

Skilled people don’t make Sucker’s Choices.
The dialogue smart believe that dialogue, no matter the
circumstances, is always an option.
90
90
Chapter 3
When you find yourself moving toward silence or violence, stop
and pay attention to your motives.
91

91
Chapter 3
Ask yourself: What does my behavior tell me about what my
motives are?
Clarify what you really want. Ask yourself: What do I want for
myself? For others? For the relationships?
92
92
Chapter 3
Finally ask: “How would I behave if this were what I really
wanted?”

93
93
Chapter 3
Watch to see if you are telling yourself that you must choose
between peace and honesty, between winning and losing, and so
on.
94
94
Chapter 3

Break free of these Sucker’s Choices by searching for the “and”
95
95
Chapter 3
Clarify what you don’t want, add it to what you do want, and
ask your brain to start searching for healthy options to bring
you to dialogue.
Chapter 4
Learn to Look
How to Notice When Safety Is at Risk
96

96
Chapter 4
I have known a thousand scamps; but I never met one who
considered himself so. Self-knowledge isn’t so common.
97
97
98
98
Chapter 5
Make it Safe
How to Make It Safe to Talk about Almost Anything

99
99
Chapter 5
They had lived together for so many years that they mistook
their arguments for conversations.
…

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