Culture
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The document explores the concept of culture by addressing its definition, how it influences behavior, and the values that shape organizational practices. It emphasizes that culture is learned and consists of shared interpretations that guide how people communicate and interact within groups. Additionally, the text discusses the challenges of changing behaviors versus changing underlying values and highlights the importance of leadership in shaping organizational culture.
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Culture
- 1. Culture
- 2. Question # 1 What is culture? Question # 2 How do we do things? Question # 3 What values do we have?
- 3. Question # 1 What is culture?
- 4. Level 1 Results Level 2 How do we do things? Level 3 What values do we have?
- 5. The values that determine how we do things around here. Adapted from Kofman, Fred: Conscious Business, p. 15. https://hbr.org/2013/05/what-is-organizational-culture http://ohs.anu.edu.au/publications/pdf/wp%207%20-%20Hopkins.pdf http://www.strategy-business.com/article/11108?pg=all Definition of culture
- 6. Culture is what we do without asking. https://hbr.org/2011/03/culture-trumps-strategy-every
- 7. Culture is made of habits that people find familiar and comfortable. When people do things instinctively and repetitively, we talk about culture. Example When people, who work for company x, consistently listen to people, who talk, until they have finished saying what they want to say, listening is a key part of the communication culture. Adapted from http://www.strategy-business.com/feature/10-Principles-of-Organizational-Culture
- 8. Culture is the learned or shared knowledge, beliefs, traditions, customs, rules, arts, history, folklore and institutions of a group of people used to interpret experiences and to generate social behaviour. http://www.healthcarechaplaincy.org/userimages/Cultural_Spiritual_Sensitivity_Learning_%20Module%207-10-09.pdf
- 9. Hofstede, Geert: Cultures and Organizations, p. 371. Organizational culture represents the psychological assets of the organization that predict its material assets 5 years from now.
- 10. http://eco.ittralee.ie/personal/theories_III.php Culture is a learned set of shared interpretations about beliefs, values, and norms, which affect the behaviours of a relatively large group of people.
- 11. The notion that behavior change leads to attitude change can be traced back to the 1950s, to psychologist Leon Festinger and his theory of cognitive dissonance. Festinger argued that when people are induced to act in new ways, even if those new behaviors feel unfamiliar or wrong at first, their need for consistency will gradually affect the way they think and feel. They will seek out reasons to justify their new actions - both rationally and emotionally. http://www.strategy-business.com/article/11108?pg=all
- 12. Culture is learned and shared ways of behaving appropriately in social settings. http://www.beyondintractability.org/audio/kevin_avruch/?nid=2406
- 13. Corporate cultures are moved not by what top managers say or write, but by who they are and what they do. Hofstede, Geert: Cultures and Organizations, p. 376.
- 14. Question # 2 How do we do things?
- 15. Level 1 Results Level 2 How do we do things? Level 3 What values do we have?
- 16. It is much easier to change the way people do things than change values people have / change the way people think. http://hbr.org/2014/05/blue-ocean-leadership/ar/2 http://www.strategy-business.com/article/11108?pg=all http://www.blueoceanstrategy.com/blue-ocean-leadership/q-a/what-happens-when-leaders-arent-capable-of-expected-actions/
- 17. A resources company in the Middle East was seeking to make its workplace safer. To change the way people do things, a clean-up-event was organized. Picking up trash helped people develop care for each other and helped them speak up when they noticed an unsafe situation. The change in behaviour helped change values of people. http://www.strategy-business.com/feature/10-Principles-of-Organizational-Culture
- 18. Further inspiration http://www.frankcalberg.com/
- 19. Question # 3 What values do we have?
- 20. Level 1 Results Level 2 How do we do things? Level 3 What values do we have?
- 21. I Individual / self We Relationship / community It Task Have Well-being Meaning Happiness Solidarity Connectedness Belonging Profitability Growth Do How you think How you feel How you act How we communicate How we do meetings How marketing, selling, and delivery is done Be Personal values / beliefs Shared values Capital: Infrastructure Adapted from Kofman, Fred: Conscious Business, p. 14.
- 22. The term “value” is derived from the latin word “valere”, to be worthy or strong. http://www.nyu.edu/projects/nissenbaum/papers/values_and_valuing.pdf
- 23. The basic values of a multinational business organization are determined by the nationality and personality of its founder / founders and later significant leaders. Hofstede, Geert: Cultures and Organizations, p. 402.
- 24. Questions to discover your values http://www.frankcalberg.com/what-values-do-you-have
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