%% #📓 #📄 #🟡 %% # Footprints in the Sand: Edgar Schein **Authors:** [[Barry Mike]] **Citation:** Mike, B. (2014). Footprints in the Sand: Edgar Schein. _Organizational Dynamics_, _43_, 321–328. [https://doi.org/10.1016/j.orgdyn.2014.09.009](https://doi.org/10.1016/j.orgdyn.2014.09.009) --- # Notes #### p. 322 - [[organizational culture|Organizational culture]] arises from the leaders who operate with a set of values and principles. Over time, leaders' values become organization's values and rules. ([note on p.322](zotero://open-pdf/library/items/TV5YILLF?page=2)) #### p. 322 - To change organizational culture you have to first destroy elements of the old culture and impose new values and rules. Usually requires major change of personnel. ([note on p.322](zotero://open-pdf/library/items/TV5YILLF?page=2)) Leaders need to ask questions and get personally acquainted with subordinates to understand the culture better and to create climate in which subordinates will tell them what's really going on. ([note on p.324](zotero://open-pdf/library/items/TV5YILLF?page=4)) > it's obvious that there is such a thing as general management in terms of a set of skills. But it's equally obvious that the good ones have an insider knowledge of what their industry is really like and how you operate in it that is just as important as their general management skills. ([Mike 2014:324](zotero://open-pdf/library/items/TV5YILLF?page=4)) #### p. 324 - Organizational culture is influenced by industry culture. Industry culture is influenced by the attitudes and perspectives of the occupations making up that industry. ([note on p.324](zotero://open-pdf/library/items/TV5YILLF?page=4)) Leaders need to have [[cultural sensitivity]] for the industry and the organization. ([note on p.324](zotero://open-pdf/library/items/TV5YILLF?page=4)) > use the insider if you're satisfied with how things are going; bring in the outsider if you see some particular problem that needs to be fixed ([Mike 2014:325](zotero://open-pdf/library/items/TV5YILLF?page=5)) #### p. 325 - Espoused values don't always align with organization's deepest level of culture - underlying assumptions that work on an almost unconscious level. ([note on p.325](zotero://open-pdf/library/items/TV5YILLF?page=5)) Initiatives to develop surface-level changes, like teamwork or innovation, will only work if the underlying assumptions are consistent with them. ([note on p.325](zotero://open-pdf/library/items/TV5YILLF?page=5)) #### p. 326 - [[Edgar Schein]] prefers to think of evolving culture rather than changing culture. There's always something there that you're building on. Don't start with the culture, start with one problem you're trying to solve. - Identify problem, ask 'if we were to solve this problem, what would our future leaders be doing differently,' then conduct culture analysis to see how the culture would help or hinder. ([note on p.326](zotero://open-pdf/library/items/TV5YILLF?page=6)) > Multicultural teams will have to learn how to work together by actually learning together to create a new cultural blend that will enable them to collaborate effectively, (emphasis Schein) what [[Amy Edmondson]] has labeled "[[teaming|Teaming]].' ([Mike 2014:327](zotero://open-pdf/library/items/TV5YILLF?page=7)) ## My Questions & Thoughts --- # Other References TBR:: 🔖 Schein, E. H. (2013). *Humble inquiry: The gentle art of asking instead of telling*. Berrett-Koehler Publishers. (GR) TBR:: 🔖 Edmondson, A. C. (2012). *Teaming: How organizations learn, innovate, and compete in the knowledge economy*. Jossey-Bass. (GR) ## Tags [[Leadership]] | [[Organization Development MOC]]