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Culture is a multifaceted concept that varies in meaning across different contexts and perspectives. There are numerous definitions and approaches to understanding and managing culture, whether from a top-down or bottom-up approach, a human or systemic viewpoint, or even through political, organic, or mechanistic lenses. After a recent coaching conversation, I’ve decided to delve into these diverse perspectives on culture in a series of articles. These articles will likely explore the models listed below, offering insights into the various ways of defining, scoping, managing, and curating culture.
Over the next few days I will explore each of the following…
1. Culture as Compliance vs. True Diversity
Key Theme: The tension between the desire for a uniform culture and the need for diversity and radical thinking within an organization.
Model/Theory: Edgar Schein’s Model of Organizational Culture explores how underlying assumptions and beliefs shape culture, which often resists change despite superficial efforts to promote diversity.
Citation: Schein, E. H. (2010). *Organizational Culture and Leadership*. Jossey-Bass.
2. Culture as Actions vs. Stated Values
Key Theme: The disconnect between what organizations say they value (e.g., equity and diversity) and what they actually practice.
Model/Theory: Argyris and Schön’s Theory of Action, which distinguishes between espoused theories (what we say) and theories-in-use (what we do).
Citation: Argyris, C., & Schön, D. A. (1974). *Theory in Practice: Increasing Professional Effectiveness*. Jossey-Bass.
3. The Fluidity and Complexity of Culture
Key Theme: Culture as a dynamic and ever-changing entity, influenced by the individuals within an organization and the context in which they operate.
Model/Theory: Complexity Theory and Organizational Culture, which suggests that culture is not static but constantly evolving based on interactions within the system.
Citation: Stacey, R. D. (1996). *Complexity and Creativity in Organizations*. Berrett-Koehler Publishers.
4. Attachment Theory and Belonging in Organizations
Key Theme: The importance of belonging and attachment within organizational culture, drawing parallels to psychological theories of attachment.
Model/Theory: John Bowlby’s Attachment Theory applied to organizational settings, focusing on how secure attachment within a team can influence culture.
Citation: Mikulincer, M., & Shaver, P. R. (2007). *Attachment in Adulthood: Structure, Dynamics, and Change*. The Guilford Press.
5. Leadership’s Role in Shaping Culture
Key Theme: The role of leadership in crafting and communicating cultural values, and how leaders influence the perception of culture through their promises and honesty.
Model/Theory: Transformational Leadership Theory, which emphasizes the role of leaders in inspiring and motivating employees to achieve a shared vision.
Citation: Bass, B. M., & Riggio, R. E. (2006). *Transformational Leadership*. Psychology Press.
6. Symbols, Rituals, and Metaphors in Culture
Key Theme: The power of symbols, rituals, and metaphors in creating and sustaining a shared sense of culture within an organization.
Model/Theory: Geertz’s Interpretive Theory of Culture, which looks at culture as a system of shared symbols and meanings.
Citation: Geertz, C. (1973). *The Interpretation of Cultures: Selected Essays*. Basic Books.
7. Change Management and Cultural Evolution
Key Theme: The challenge of cultural change and the balance between evolution (small, incremental changes) and revolution (rapid, large-scale changes).
Model/Theory: Kotter’s 8-Step Change Model, which provides a structured approach to implementing cultural change.
Citation: Kotter, J. P. (1996). *Leading Change*. Harvard Business Review Press.
These models and theories provide frameworks to deepen understanding of the themes discussed, offering ways to analyze and approach culture within organizations.
