Edgar Schein Model of Organization Culture

"Organizational culture" pertains to an organization's shared values and beliefs, encompassing the principles, ideologies, and policies that shape its identity. This culture dictates how individuals interact within the organization and engage with external stakeholders. To maximize their performance and job satisfaction, employees must align with and respect their organization's culture. Challenges arise when individuals struggle to adapt to a new cultural environment, leading to demotivation and reluctance to perform.

Edgar Schein, born in 1928, is a distinguished professor at the MIT Sloan School of Management, renowned for his extensive research in organizational management.

Edgar Schein's Model of Organizational Culture: According to Edgar Schein, organizational culture evolves over time as employees undergo changes, adapt to external factors, and solve problems. It draws from past experiences and becomes a part of daily practice, shaping the workplace culture. New employees strive to assimilate into this culture to enjoy a harmonious work experience.

Schein proposed that organizational culture consists of three levels:

1. Artifacts: These are observable aspects of an organization that collectively form its culture. Artifacts encompass dress codes, office furniture, facilities, employee behavior, and the organization's mission and vision. For example, in Organization A, strict dress codes and a focus on deadlines create a professional culture, while in Organization B, casual attire and a lackadaisical attitude contribute to a less serious work culture.

2. Values: The values of employees play a vital role in shaping an organization's culture. Employees' thought processes and attitudes significantly influence the workplace culture. What employees truly believe and value matters greatly to the organization. For instance, employees' attitudes can either foster a collaborative and respectful culture or one marked by negativity and disrespect.

3. Assumed Values: This level encompasses unspoken beliefs and attitudes that impact the organization's culture but are challenging to measure. It delves into the inner aspects of human nature. For example, in organizations where female employees dominate, there may be an unspoken preference for avoiding late work hours due to comfort considerations. In contrast, male employees may be more inclined to accept late working hours. These unspoken norms and practices form the third level of organizational culture.

Edgar Schein's model highlights how organizational culture forms through observable artifacts, employee values, and underlying assumed values. Understanding and managing these aspects can help organizations cultivate a positive and productive workplace culture.

Level	Description
Artifacts	- The most visible and tangible aspects of an organization's culture.
	- Includes behaviors, symbols, practices, rituals, dress code, and physical layout.
	- These are the elements that an outsider can easily observe and experience.
	- Artifacts provide clues about the deeper levels of culture.
Espoused Beliefs and Values	- These are the stated values, beliefs, and norms that an organization claims to follow.
	- Often expressed in mission statements, vision statements, and official company policies.
	- These beliefs and values guide decision-making, behavior, and interactions within the organization.
	- They represent the idealized version of the organization's culture.
Underlying Assumptions	- The deepest and most unconscious level of culture.
	- Often taken for granted and rarely discussed explicitly.
	- They reflect the core beliefs and values that are so ingrained that they become the "way things are done" in the organization.
	- Shape individuals' perceptions, actions, and interactions within the organization.

Schein's model emphasizes that understanding an organization's culture requires digging beneath the surface to uncover the underlying assumptions that drive behavior and decision-making. Artifacts and espoused beliefs and values are more visible and accessible but may not always align with the deeper, often unspoken, assumptions that truly shape the culture.

Edgar H. Schein is a renowned organizational psychologist and professor emeritus at the MIT Sloan School of Management. He is widely recognized for his work in the field of organizational culture, and his model of organizational culture is one of the most influential and widely used frameworks for understanding and managing culture within organizations. In this comprehensive exploration, we will delve into Schein's model of organizational culture, its key components, and its practical applications. This discussion will encompass Schein's model in detail, providing a deep understanding of its relevance in today's organizational context.

Introduction to Edgar Schein:

Before delving into Schein's model of organizational culture, it's essential to understand the background and context of his work. Edgar Schein's contributions to the field of organizational behavior and culture are grounded in his extensive research and practical experience. Born in 1928, Schein has had a long and distinguished career in academia and consulting. He has authored numerous books and articles on organizational culture, leadership, and change management.

Schein's interest in culture emerged from his early experiences as a clinical psychologist. He recognized that culture plays a significant role in shaping individual and group behavior within organizations. Over the years, he developed a deep understanding of how culture operates in various contexts, and his model of organizational culture has become a cornerstone in the study of organizational behavior and management.

Understanding Organizational Culture:

Organizational culture is a complex and multifaceted concept that encompasses the values, beliefs, norms, behaviors, and artifacts that characterize an organization. It influences how individuals within an organization perceive and interpret their environment, make decisions, and interact with one another. Culture also plays a crucial role in shaping an organization's identity and influencing its long-term success.

Schein's model of organizational culture provides a structured framework for understanding and analyzing culture within organizations. He identifies three primary levels of culture, each with its distinct characteristics:

1. Artifacts:

• Visible Elements: At the surface level, organizational culture is reflected in visible elements such as dress code, office layout, symbols, slogans, rituals, and ceremonies. These are the tangible manifestations of culture that people can observe and interact with.
• Espoused Values: These are the stated beliefs, philosophies, and principles that organizations profess to uphold. Espoused values are often expressed in mission statements, corporate vision, and official documents. However, Schein notes that there can be a gap between what organizations say they value and what they actually practice.
• Basic Assumptions: At the deepest level, organizational culture is shaped by underlying assumptions and beliefs that are often taken for granted. These core assumptions define the way things are done within the organization and guide employees' behavior. They are rarely discussed or articulated but are deeply embedded in the organization's DNA.

Schein's model suggests that to understand an organization's culture fully, one must explore all three levels—artifacts, espoused values, and basic assumptions. These levels are interconnected, and changes at one level can influence the others.

The Three Levels of Organizational Culture:

Now, let's delve deeper into each of the three levels of organizational culture as defined by Edgar Schein:

1. Artifacts:

Artifacts are the most visible and tangible aspects of organizational culture. They include:

A. Symbols: Symbols are objects, words, or actions that convey meaning within an organization. They can be as simple as a logo or as complex as a unique office layout. For example, the iconic golden arches of McDonald's are a symbol that instantly identifies the brand.

B. Slogans and Language: Organizations often have catchphrases, slogans, or jargon that reflect their culture. These linguistic expressions can provide insights into an organization's values and priorities. For instance, Google's famous motto, "Don't be evil," reflects its commitment to ethical conduct.

C. Rituals and Routines: Rituals are repetitive actions or ceremonies that hold significance within an organization. These can range from daily stand-up meetings in agile development teams to elaborate annual celebrations. Rituals reinforce cultural norms and provide a sense of belonging.

D. Stories and Myths: Stories are powerful tools for transmitting cultural values and lessons. Organizations have stories that are often retold to illustrate important principles or highlight key figures. For instance, the story of how Steve Jobs founded Apple in his garage is a foundational narrative in Apple's culture.

E. Heroes and Role Models: Heroes are individuals within an organization who exemplify its values and behaviors. They serve as role models and are often celebrated for their contributions. Steve Jobs, for example, was a hero at Apple due to his innovative spirit and leadership.

2. Espoused Values:

Espoused values are the explicitly stated beliefs, principles, and norms that an organization claims to uphold. These values are often articulated in official documents, mission statements, and public declarations. However, they may not always align with the organization's actual practices. Schein identifies several reasons for the gap between espoused values and observed behavior:

A. Aspirational Values: Some espoused values represent the organization's ideals and aspirations rather than its current reality. They reflect what the organization aspires to be rather than what it is at a given moment.

B. Values for Public Consumption: In some cases, organizations may articulate values primarily for public relations purposes, aiming to project a positive image to external stakeholders. These values may not be deeply ingrained in the organization's culture.

C. Values by Fiat: Occasionally, leaders may impose values on an organization without genuine buy-in from employees. In such cases, the values may lack authenticity and fail to guide behavior effectively.

3. Basic Assumptions:

Basic assumptions represent the deepest and most challenging level of organizational culture to access and understand. They are the unconscious, unquestioned beliefs and paradigms that underpin an organization's culture. Basic assumptions shape the way individuals perceive reality and guide their actions. Schein argues that these assumptions are often so deeply ingrained that people within the organization are not consciously aware of them.

To uncover an organization's basic assumptions, Schein suggests examining patterns of behavior, decision-making, and responses to crises. These patterns can reveal the underlying beliefs that drive organizational culture. Some common examples of basic assumptions include:

A. Nature of Reality: What is considered real and important within the organization? For example, a technology company may assume that constant innovation and disruption are fundamental to success.

B. Human Nature: What are the underlying beliefs about human nature? An organization may assume that individuals are inherently self-interested and need incentives to perform.

C. Time Orientation: How does the organization perceive time? Some organizations may have a short-term orientation, focusing on immediate results, while others have a long-term perspective.

D. Relationships: What are the accepted ways of relating to others within the organization? Are hierarchies and authority highly valued, or is collaboration and egalitarianism more important?

E. Learning and Adaptation: How does the organization approach learning and adaptation? Is it open to experimentation and change, or does it favor stability and tradition?

F. Problem-Solving: What methods and approaches are considered legitimate for solving problems? Some organizations may emphasize data-driven decision-making, while others rely on intuition and experience.

Schein emphasizes that basic assumptions are deeply embedded in an organization's culture and can be resistant to change. However, they can also be powerful drivers of change when recognized and consciously addressed.

The Role of Leadership in Shaping Organizational Culture:

Leaders play a pivotal role in shaping and influencing organizational culture. Schein highlights several ways in which leaders impact culture:

1. Role Modeling: Leaders serve as role models for the organization. Their actions, behaviors, and decisions are closely watched and often emulated by employees. When leaders consistently demonstrate the desired culture, it reinforces cultural norms.

2. Articulating Values: Leaders have the responsibility of articulating and communicating the organization's values. Their words and actions should align with these values to build trust and credibility.

3. Reward and Recognition Systems: Leaders design and implement reward and recognition systems that reinforce desired behaviors and outcomes. These systems send powerful signals about what is valued within the organization.

4. Hiring and Promotion: Leaders influence the composition of the organization through hiring and promotion decisions. They should select individuals whose values and behaviors align with the culture.

5. Decision-Making Processes: The way leaders make decisions, whether through a collaborative or authoritarian approach, can shape the organization's culture. Involving employees in decision-making can foster a culture of inclusion and empowerment.

6. Crisis Response: Leaders' actions during times of crisis or adversity can have a profound impact on the organization's culture. Their decisions and behavior set a precedent for how challenges are addressed.

Practical Applications of Schein's Model:

Schein's model of organizational culture offers valuable insights and practical applications for leaders and organizations. Here are some ways in which his model can be applied:

1. Cultural Assessment: Organizations can use Schein's model to conduct a comprehensive assessment of their culture. This involves examining artifacts, espoused values, and basic assumptions to gain a holistic understanding of the culture's strengths and weaknesses.

2. Alignment: Leaders can use the model to ensure alignment between espoused values and observed behavior. If there is a disconnect, efforts can be made to bring the two into harmony.

3. Change Management: When organizations undergo change, whether it's a merger, restructuring, or strategic shift, understanding the existing culture is essential. Schein's model can help leaders anticipate how changes may impact the culture and plan accordingly.

4. Leadership Development: Schein's model informs leadership development programs by highlighting the critical role leaders play in shaping culture. It emphasizes the need for leaders to embody and reinforce desired cultural norms.

5. Talent Management: Organizations can use the model to inform their talent management strategies, ensuring that they recruit, develop, and retain individuals who are a cultural fit.

6. Conflict Resolution: Understanding the underlying basic assumptions of individuals and teams can help resolve conflicts and improve communication within the organization.

7. Organizational Learning: Schein's model encourages organizations to be open to learning and adaptation. By recognizing and challenging basic assumptions, organizations can become more agile and responsive to change.

Challenges and Critiques of Schein's Model:

While Edgar Schein's model of organizational culture is widely respected and influential, it is not without its challenges and critiques:

1. Complexity: Schein's model can be seen as complex and multi-dimensional, making it challenging to apply comprehensively. Some organizations may struggle to navigate all three levels of culture effectively.

2. Subjectivity: Assessing culture often involves subjective interpretation, which can lead to differing perspectives on an organization's culture. This subjectivity can make it difficult to measure and manage culture objectively.

3. Cultural Inertia: Changing deeply entrenched basic assumptions can be extremely difficult, and organizations may face resistance to cultural change.

4. External Factors: Schein's model primarily focuses on internal aspects of culture and may not adequately account for the influence of external factors, such as industry dynamics and market conditions.

5. Adaptability: Some argue that Schein's model is more descriptive than prescriptive, meaning it is better at explaining existing cultures than providing a clear roadmap for culture change.

Conclusion:

Edgar Schein's model of organizational culture is a foundational framework for understanding the complex and multifaceted nature of culture within organizations. By examining the three levels of culture—artifacts, espoused values, and basic assumptions—leaders and organizations can gain valuable insights into their culture and its impact on behavior and performance.

While Schein's model is not without its challenges, it remains a valuable tool for diagnosing culture, aligning values with behavior, and driving cultural change when necessary. In today's dynamic and ever-changing business environment, a deep understanding of organizational culture is essential for building resilient and adaptable organizations. Schein's model continues to be a vital resource for achieving this goal.

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