The book that defined the field, updated and expanded for today's organizations Organization Culture and Leadership is the classic reference for managers and students seeking a deeper understanding of the dynamics of organization and change. The book that defined the field, updated and expanded for today's organizations Organizational Culture and Leadership is the classic reference for managers and students seeking a deeper understanding of the inter-relationship of organizational culture dynamics and leadership. Preface to Fifth Edition Foreword Part 1 Defining the Structure of Culture Chapter 1 How to Define Culture in General The problem of defining culture clearly A dynamic definition of culture Accumulated shared learning Basic taken for granted assumptions the cultural DNA Solving problems of external adaptation and internal integration Solutions that have worked well enough to be considered valid Perception, thought, feeling, and behavior What you imply when you use the word culture Structural stability Depth Breadth Patterning or integration Taught to new members: The process of socialization or acculturation Can Culture be inferred from only behavior? Do occupations have cultures? So where does leadership come in? Summary and conclusions Suggestions for readers Chapter 2 How to Describe and Analyze the Three Levels of Culture Artifacts visible and feelable phenomena Espoused beliefs and values Taken for granted underlying basic assumptions The individual from a cultural perspective The group or micro system from a cultural perspective Summary and conclusions Chapter 3 A Young and Growing U.S. Engineering Organization Case 1. Digital Equipment Corporation in Maynard, Massachusetts Artifacts: Encountering the company Analytical comment Espoused beliefs, values and behavioral norms Analytical comment Basic assumptions: The basic DEC paradigm Analytical comments Additional basic assumptions Analytical comments Summary and conclusions Chapter 4 A Mature Swiss-German Chemical Organization Case 2: Ciba-Geigy Company in Basel, Switzerland Artifacts Encountering Ciba-Geigy Analytical comments Espoused Beliefs and Values Assumptions The Ciba-Geigy Company cultural paradigm Analytical comments Can organizational cultures be stronger than national cultures? Summary and conclusions Suggestions for readers Chapter 5 A Developmental Government Organization in Singapore Case 3: Singapore s Economic Developmen Board The EDB nested cultural paradigms Summary and conclusions: The multiple implications of the three cases Suggestions for Readers Part 2 What Leaders Need to Know about Macro Cultures Chapter 6 Dimensions of the Macro Cultural Context How macro cultures are assessed Participant observation and literature Survey research: Hofstede s IBM study Individualism-Collectivism Power Distance The Globe study Can surveys identify macro culture dimensions? Ethnographic, observational and interview based research Language and context The nature of reality and truth Moralism-Pragmatism What is information ? Basic Time Orientation Monochronic and polychronic time Planning time and development time The meaning of space-- distance and relative placement The symbolism of space Body language Time, Space, and Activity Interaction Human essence and basic motivation Assumptions about appropriate human activity The doing orientation The being orientation The being-in-becoming orientation Assumptions about the nature of human relationships Levels of relationship Summary and conclusions Suggestions for Readers Chapter 7 A Focused Way of Working with Macro Cultures Cultural intelligence How to foster cross cultural learning The concept of a temporary cultural island Focused dialogue in a cultural island setting Using dialogue for multicultural exploration Analytic Comment Legitimizing Personalization in cross cultural conversation The paradox of macro culture understanding Echelons as macro cultures Analytic comment Summary and conclusions Suggestion for the Change Leader. Do some experiments with dialogue Suggestion for the recruit Suggestion for the Scholar/Researcher Suggestion for the Consultant/Helper Part 3 Culture and Leadership through Stages of Growth Chapter 8 How Culture Begins and the Role of the Founder of Organizations A model of how culture forms in new groups Stage 1 Forming: Finding one s identity and role Stage 2 Storming: Resolving who will have authority and influence Analytical comment Stage 3 Norming: Resolving at what level of relationship we want to operate Stage 4 Performing: The Problem of Task Accomplishment The role of the founder in the creation of cultures Case 1 revisited: Ken Olsen and DEC Analytical comment Case 4. Sam Steinberg/Steinbergs of Canada Analytical comments Case 5. Fred Smithfield, a serial entrepreneur Analytic comments Case 6. Steve Jobs and Apple Analytical comments Cultural insights through founder stories IBM Thomas Watson Senior and Son Hewlett and Packard Lessons for Founders and Leaders Summary and conclusions Questions for Readers Chapter 9 How External Adaptation and Internal Integration Become Culture The Socio-Technical issues of organizational growth and evolution External adaptation Internal Integration Language and categories of thought Mission Manifest and latent functions Manifest and latent functions Identity and latent functions Strategy is part of culture Issues around goals derived from the mission Issues around the means: structure, systems, and processes Issues around measurement and correction What and how to measure Must measurement be quantitative? Correction and repair strategies Analytical Comment: Fixing versus changing and improving Issues in defining group boundaries and criteria for inclusion Issues in distributing power, authority and status Psychological safety Issues in developing norms of how to relate to each other around trust and openness Issues in allocating rewards and punishment Issues in managing the unmanageable and explaining the unexplainable Summary and conclusions Suggestion for the culture analyst Suggestion for the manager/leader Chapter 10 How Leaders Embed and Transmit Culture Primary embedding mechanisms What leaders pay attention to, measure and control on a regular basis Leader emotional outbursts Inferences from what leaders do not pay attention Inconsistency and Conflict Leader reactions to critical incidents and organizational crises How leaders allocate resources Deliberate role modeling, teaching and coaching How leaders allocate rewards and status How leaders select, promote, and excommunicate Some Concluding Observations Secondary reinforcement and stabilizing mechanisms Organization design and structure Organization systems and procedures Rites and rituals of the organization Design of physical space, facades and buildings Stories about important events and people Formal statements of organizational philosophy, creeds, and charters Summary and conclusions Questions for researchers, students and employees Chapter 11 The Culture Dynamics of Organizational Growth, Maturity and Decline General Effects of Success, Growth, and Age Face-to-face communication and personal acquaintance is lost Functional familiarity is lost Coordination methods change Measurement mechanisms change Pressures for standardization increase Standardized methods become more abstract and potentially irrelevant The nature of accountability changes Strategic focus becomes more difficult The role of central functions and services becomes more controversial Growth of responsibility for others increases Decision making becomes biased by responsibility for others Family feeling is lost A common culture is harder to maintain Differentiation and the Growth of Subcultures Functional/occupational differentiation Geographical differentiation Differentiation by product, market, or technology Divisionalization Differentiation by hierarchical level The need for alignment between three generic subcultures: operators, designers, and executives The subculture of the operator function The subculture of the engineering/design function The executive subculture The unique role of the executive function: subculture management Summary and conclusions Questions for the reader Chapter 12 Natural and Guided Cultural Evolution Founding and early growth Incremental change through general and speci c evolution General evolution Specific evolution Self-guided evolution through insight Managed evolution through hybrids Transition to midlife: Problems of succession Taking advantage of subculture diversity Changes in technology Culture change through infusion of outsiders Organizational maturity and potential decline Culture change through scandal and explosion of myths Culture change through mergers and acquisitions Culture Change Through Destruction and Rebirth Summary and Conclusions Questions for Readers Part 4 Assessing Culture and Leading Planned Change Chapter 13 Deciphering Culture Why decipher culture? Deciphering from the outside Deciphering in a researcher role is an intervention Clinical Inquiry: Deciphering in a helper/consultant role How valid are clinically gathered data? Ethical Issues in Deciphering Culture Risks of an analysis for research purposes Risks of an internal analysis Professional obligations of the culture analyst Summary and conclusions Questions for the reader Chapter 14 The Diagnostic/Quantitative Approach to Assessment and Planned Change Why typologies and why not? Issues in the use of surveys to measure culture Not knowing what to ask Employees may not be motivated to be honest Employees may not understand the questions or interpret them differently What is measured may be accurate but superficial The sample of employees surveyed may not be representative of the key culture carriers The profile of dimensions does not reveal their interaction or patterning into a total system The impact of taking the survey will have unknown consequences, some of which may be undesirable or destructive When to use surveys Determining whether particular dimensions of culture are systematically related to some element of performance Giving a particular organization a profile of itself to stimulate a deeper analysis of the culture of that organization Comparing organizations to each other on selected dimensions as preparation for mergers, acquisitions, and joint ventures Testing for subculture differences Educating employees about certain important dimensions that management wants to work on Typologies that focus on assumptions about authority and intimacy Coercive organizations Utilitarian organizations Normative organizations Typologies of corporate character and culture Examples of survey-based pro les of cultures Automated Culture Analysis with Software-as-a-service TinyPulse Glint CultureIQ RoundPegg CultureAmp Summary and conclusions Questions for the Reader Chapter 15 The Dialogic Qualitative Culture Assessment Process Case 15.1: MA-COM-Revising a Change Agenda as a Result of Cultural Insight Lessons learned Case 15.2: U.S. Army Corps of Engineers Reassessing their Mission Step One: Obtain top leadership commitment Step Two: Select groups for self-assessment Step Three: Selecting an Appropriate Setting for the Group Self-Assessment Step Four: Explain the purpose of the group meeting (15 mins.) Step Five: A short lecture on how to think about culture (15 mins.) Step Six: Eliciting descriptions of the artifacts (60 mins.) Step Seven: Identify espoused values (15 30 mins.) Step Eight: Identifying shared underlying assumptions (15 30 mins.) Step Nine: Identify cultural aids and hindrances (30 60 mins.) Step Ten: Decisions on Next Steps (30 mins.) Lessons Learned Case 15.3: Apple assessing its culture as part of long-range planning rocess Lessons Learned Case 15.4: SAAB COMBITECH building collaboration in research units Lessons Case 15.5: Using A Priori Criteria for Culture Evaluation Summary and Conclusions Suggestion for the Reader Chapter 16 A Model of Change Management and the Change Leader Defining the Change Problem or Goal General change theory Where is the pain? Why Change? The stages and steps of change management Back to Stage 1 New Disconfirmation Stage 1: Creating Motivation and Readiness for Change Disconfirmation Survival Anxiety and Learning Anxiety Learning Anxiety Produces Resistance to Change Principle 1: Survival anxiety or guilt must be greater than learning anxiety Principle 2: Learning anxiety must be reduced rather than increasing survival anxiety Creating Psychological Safety Stage 2 The Actual Change/Learning Process Imitation and Identi cation Versus Scanning and Trial-and-Error Learning Change Beliefs and Values First or Behavior First? New Beliefs and Values through Cognitive Redefinition Learning New Concepts and New Meanings for Old Concepts Developing New Standards of Evaluation Stage 3: Refreezing, Internalizing and Learning Agility Cautions in Regard to Culture Change Summary and conclusions Questions for Readers Chapter 17 The Change Leader as Learner What Might a Learning Culture Look Like? Why These Dimensions? Learning-Oriented Leadership Learning leadership in culture creation Learning leadership in organizational midlife Leadership in mature and declining organizations A final thought