Organisations as Cultures: Patterns of Meaning, Values and Behaviors
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The document discusses three paradigms for viewing organizational culture: integration, differentiation, and ambiguity. Under the integration paradigm, culture is shared and unified. The differentiation paradigm views culture as composed of various subunits that may have contradictory values. The ambiguity paradigm sees culture as complex with inconsistencies and lack of clarity except for a shared awareness of ambiguity. The paradigms also differ in their views of consistency, consensus, and reaction to ambiguity within an organizational culture. Finally, the paradigms are compared in terms of the nature, scope, source, and potential control of culture change and the role of organizational leaders.
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Organisations as Cultures: Patterns of Meaning, Values and Behaviors
- 1. Organisations as cultures Dr. Guido Gianasso January 2013
- 2. Organizations as cultures = patterns ofOrganizations as cultures = patterns of meaning, values and behaviorsmeaning, values and behaviors 1. Integration Culture is shared and unique to the organization. Culture = glue. Focus on espoused values, formal or informal practices or shared assumptions Metaphor = “clearing in jungle” 1. Differentiation Culture organized around various subunits and individuals and composed of a collection of values and manifestations, sometimes contradictory. Metaphor = Islands of clarity in sea of ambiguity 1. Ambiguity Complexity and lack of clarity. Differences in meaning, values and behavioral norms and irreconcilable. Culture as “the web”. Culture has no shared integrated set of values with one exception: Awareness of ambiguity itself. Metaphor = Web, jungle 3 Paradigms (views of culture)
- 3. Paradigm I Integration Paradigm II Differentiation Paradigm III Ambiguity Consistency among cultural manifestations Consistency Inconsistency and Consistency Lack of clarity Degree of consensus among member of culture Organizational wide Within but not between subcultures Issue specific consensus and confusion among individuals Reaction to ambiguity Denial Channeling Acceptance
- 4. Key Learning:Key Learning: Culture can be described and enacted from any and all three paradigms To avoid “blind spots” created by viewing culture from a single perspective, we should be aware of all three paradigms
- 5. What is the nature of culture change?What is the nature of culture change? What is the role of the leader?What is the role of the leader? Paradigm I Integration Paradigm II Differentiation Paradigm III Ambiguity Nature of the process Scope Source Possible to control the process Revolutionary Incremental Continual Organizational wide Localized and loosely coupled Issue specific changes among individuals Leader centered External and internal catalysts All individual change YES NO To a certain extend (localized impact but not organizational wide control )
- 6. What is the nature of culture change?What is the nature of culture change? What is the role of the leader?What is the role of the leader? Paradigm I Integration Paradigm II Differentiation Paradigm III Ambiguity Nature of the process Scope Source Possible to control the process Revolutionary Incremental Continual Organizational wide Localized and loosely coupled Issue specific changes among individuals Leader centered External and internal catalysts All individual change YES NO To a certain extend (localized impact but not organizational wide control )