Cultural_lens - 3 lenses(our last lens The Cultural Lens Artifacts Assumptions Values Changing organizational practices/culture By the end of the

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3 lenses (our last lens!) The Cultural Lens Artifacts Values Assumptions Changing organizational practices/culture
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By the end of the session today, you should be able to: Be able to analyze culture by peeling back the layers: artifacts, values, assumptions Apply a forcefield diagram to understand what maintains an organizational behavior or practice Identify at least 2 mechanisms for changing organizational practices/culture
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Tip of the iceberg Events; effects Systemic causes: structure, politics, culture On the surface: patterns of behavior
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Layers of culture Artifacts Values Assumptions
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Click to edit Master subtitle style The Maureen Frye case
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4 questions 1. How would you characterize the Quaker Steel culture? 1. Why did Frye run into difficulties? 1. What maintains the salespeople’s current behavior? 1. How should she have implemented her idea?
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Perspectives on Changing Organizational Culture Its the equivalent of organizational therapy (Schein, 1990)
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The bad news about culture change. .. 85% of re-engineering efforts fail
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This note was uploaded on 02/05/2011 for the course BUAD 500 taught by Professor Wilson during the Spring '11 term at William & Mary.

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Cultural_lens - 3 lenses(our last lens The Cultural Lens Artifacts Assumptions Values Changing organizational practices/culture By the end of the

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