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20 Cards in this Set
- Front
- Back
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What does the symbolic frame focus on?
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The symbolic frame focuses on how humans make sense of the chaotic, ambiguous world in which they live. Meaning, belief, and faith are its central
concerns. |
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WHat are 5 assumptions of the symbolic “umbrella-frame”?
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o Most important: what something means, not what happens
o Activity and meaning are loosely coupled – multiple interpretations. o Symbols are created to resolve confusion (uncertainty and ambiguity), develop and maintain a meaningful sense of shared direction and purpose, and anchor hope and belief. o What is expressed is more important than what is produced. o Culture unites and provides the organizational “superglue”. |
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which are the 1st ORGANIZATIONAL SYMBOLS?
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1.
- Myths Function of Myths: deliver the symbols that carry the human being into the future, in contrast to images that bind him to the past - Visions Image of the future, based on core ideology/purpose - Values What the organization stands for – qualities worthy of esteem and commitment Myths undergird an organization ’ s values. Values characterize what an organization stands for, qualities worthy of esteem or commitment. Vision turns an organization ’ s core ideology, or sense of purpose, into an image of the future. |
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which are the 2st ORGANIZATIONAL SYMBOLS?
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•Rituals
oRoutine with a purpose that has more meaning than at first evident oConnects Individual or group to something “mystical” oGives structure and meaning: anchor us to a center while freeing us to dive into life oInitiation rituals: introduce newcomers into communal membership; ritual marks the transition. oInitiation ritual: Test for “fitness”; reinforcement of culture |
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which are the 3st ORGANIZATIONAL SYMBOLS?
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Ceremonies are more episodic — grander and
more elaborate — convened at times of transition or special occasions. Ceremonies serve four major roles: • they socialize, • stabilize, • reassure, • and convey messages to external constituencies. |
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which are the 4st ORGANIZATIONAL SYMBOLS?
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•Heroes and Heroines
oCEOs as cultural heroes, icons of the organizational culture oLiving logos, exemplify and reinforce core values •Stories and Fairy Tales oGrant Comfort, reassurance, direction, and hope oPerpetuate values and keep feats of heroes and heroines alive |
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which are the 5th ORGANIZATIONAL SYMBOLS?
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Metaphor, Humor, and Play
Metaphor, humor, and play illustrate the important “ as if ” quality of symbols. Metaphors make the strange familiar and the familiar strange. Metaphors compress complicated issues into understandable images, infl uencing our attitudes and actions. Humor plays a number of important roles: it integrates, expresses skepticism, contributes to fl exibility and adaptiveness, and signals status. Though a classic device for distancing, humor also draws people together. Play relaxes rules to explore alternatives, encouraging experimentation, fl exibility, and creativity. |
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Which are the 3 functions in story telling?
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•Function 1
Important ideas are mapped and stored •Function 2 Sensemaking and transmission of knowledge Generation of commitment Social control •Function 3 Guide action and strategy by providing precedents for times of crisis or change Act as maps, helping people make sense of unfamiliar situations by linking them to familiar ones -> understanding the unfamiliar in terms of familiar terms and making the unexpectable manageable |
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What different steps are included in an Epic story?
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•Focus on Agency: Missions, contests, crises successfully overcome: success or failure as primary design element
•Elevated to official folklore and mythology •Generate pride and admiration; sense of duty to emulate the hero or maintain the tradition established •Overall character or integrity cannot be doubt •Business as arena for heroes, larger than life: Jack Welch, Steve Jobs, Lee Iacocca etc. (“heroic management”) •Organizations have their own corporate mythology, full of heroes and villains, martyrs, traitors, courage and sacrifice, missions, struggles, ordeals, reinforcing the companies values and strengthening its culture |
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Mention a few steps in formation of a culture
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•Spontaneous in unstructured group or formal (leader, founder present)
•Personal visions, goals, beliefs, values, assumptions about how things should be (done) •Behavior must be successful (group accomplishes task; survives; members feel good about it) •Beliefs etc. are confirmed an shared and “right”, group enacts beliefs etc. •Beliefs etc. drop out of awareness and become for taken for granted •Beliefs etc. become part of the group identity: thinking, feeling, acting •Beliefs etc. are nonnegotiable = “assumptions” •Accumulated shared learning of a group •Violation causes feels of unease, anxiety or anger |
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Which characteristics are involved in a Organizational/Group culture?
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•Constantly enacted and created by our interactions
•Set of structures, routines, rules, and norms that guide and constrain behavior •Invisible: an abstraction; but concrete behavioral and attitudinal consequences •Leadership creates culture, management/administration acts within culture •Complex phenomenon; lots of similar, but different definitions |
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When Creating a Culture which are the 6 Primary embedding mechanisms?
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•What leaders pay attention to, measure and control on a regular basis
•How leaders react to critical incidents and organizational crisis •How leaders allocate resources •Role modeling, coaching, teaching •How leaders allocate rewards and status •How leaders recruit, select, promote, and excommunicate |
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When Enforcing culture which are the 6 secondary articulation and reinforcements?
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oOrganizational design and structure
oOrganizational systems and procedures oRites and rituals of the organization oDesign of physical space, facades, and buildings oStories about important events and people oFormal statements of organizational philosophy, creeds, and charters |
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Which are the 3 different steps when changing a culture?
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Unfreeze, change, (psychological safety,) refreeze
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when speaking of Organizational change.
what is included in "Unfreeze/Disconfirmation"? |
oCreate disequilibrium/disturbance so that the system can change
1.Disconfirming data: goals are not met, processes don’t accomplish their purpose (sales ↓, customers ↓, complaints, employee turnover ↑ etc.) 2.Connection of the data to core assumptions. Creates survival anxiety or guilt: Unless we change, something bad will happen 3.Psychological safety: Giving up what was right and connected to identity (perceive, think, feel, do) creates also anxiety. “Achievable” and motivating vision; relationship management |
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when speaking of Organizational change.
What is included in "change"? |
oCognitive restructuring: learning new concepts and redefine old concepts
oLearning processes: Imitation and identification vs. trial-and-error oLearning anxiety must be decreased, survival anxiety not increased, psychological safety established |
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when speaking of Organizational change.
What is included in "psychological safety"? |
-Compelling new vision: believe in the new future
-Formal and informal training for new skills and groups -Involvement of the learner -Positive role models: see new behaviors, attitudes etc. -Supportive groups: share experience (success, frustration), jointly learn -Structures, reward system etc. in alliance with new vision |
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when speaking of Organizational change.
what is included in Refreez? |
-Produce and reinforce confirming data
-Use the processes for creating and reinforcing culture |
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When speaking of Sensemaking
what is included in the conceptional properties? |
+Placing stimuli into a framework in order to understand, explain etc.
+Retroactive account to explain surprise +Occurs when predictions/expectations break down +Reciprocal interaction of information seeking, meaning ascription, action +Authoring, interpretation, creation, discovery +Problems do not present themselves – they have to constructed from the materials of problematic situations which are puzzling, troubling, uncertain +Problem setting , formulating the right question |
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Which are the Seven properties of sense-making?
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1.Grounded in identity construction
Grounded in identity construction: Who you are defines what you see (and vice versa) 2.Retrospective Retrospective: Creation of meaning that has occurred; reflective practice 3.Enactive of sensible environment Enactive of sensible environment: We create the environment that we react to 4.Social Social: people are contingent on other people, thinking/communicating intertwined 5.Ongoing Ongoing: Continuous flow of experience/always in the middle of projects 6.Focused on and by extracted cues Focused on and by extracted cues: extract cues that brings people into action 7.Driven by plausibility rather than accuracy Driven by plausibility rather than accuracy: Sufficient for action, accuracy takes time |
