Three Levels Of The Organizational Culture (SLSD)

Organizational culture is a system of values “that contribute to the unique social and psychological environment of an organization” (Business Dictionary, u.d.). These cultural values, such as beliefs and assumptions, are the glue that pull the organization together, and is determined by setting respectable standards of what is appropriate and expected by the organizational members. They makes out to be the written and unwritten rules within the organization. The standards often bases on the organizations overall goals, former experiences, and general philosophy.

Edgard Schein diagnosed the organizational culture into three levels: Cultural Artifacts, Values and Basic Assumptions. Organizational artifacts are easily observable (what we see, …show more content…
After some research, they ended up on open innovation as the solutions tool. As they started to implement this new way of doing things, they experienced several elements of resistance. The main resistance was due to the employees and their cultural view on how the organization should and was working. The leaders did not recognize the difference between their culture and the one of the scientists, and they met huge resistance to change. The SLSD is a program developed to improve human life in space, a vision that has not changed. However, the way of being innovative was not congruent between the different subcultures and the interest for a change in daily routines where not welcomed by all members. While collaboration always have been a part of innovation at NASA, the idea of working with people outside the company was a too large of change to accept for the scientist. The culture at SLSD was highly influenced by an internal workforce that had their own routines of doing things, and only cared for themselves. They did not recognize that people outside of the organization was smart enough to come up with solutions that could work. Some people saw the advantages of collaborating with more people, on a different platform, where people of different backgrounds could help solving problems that interested …show more content…
Opposite to the other case, this management understood the cultural importance, and that they had to bring people with in the transformational process. The former culture at Nedbank was highly influenced by low motivated employees that blamed each other for mistakes, risk awareness, hid bad results so they grew bigger, bad communication between departments, a short-term profitability focus, etc. The management recognized these problems, and understood that they had to be addressed before a successful transformation towards a more innovative and transparent organization could