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30 Cards in this Set
- Front
- Back
What is culture?
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it is taken-for-granted beliefs that shape action, communication, thinking, emotion
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What is sense making?
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Making sense when expectations break down
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What is the assumptions of the symbolic 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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What are the three humiliations of mankind?
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1. We are not the center of the world
2. We are not the crown of creation 3. We are not masters in our own mind |
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What is the archaic frame?
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The belief that humans are time-binding naked apes, evolved from hunter-gatherer tribes
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Name eight organizational symbols.
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1. Myths
2. Visions 3. Values 4. Rituals 5. Ceremonies 6. Function 7. Heroes and heroines 8. Stories and fairytales |
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Explain myths briefly.
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o Story behind the story, often relate to founders/founding stories
o Function of Myths: deliver the symbols that carry the human being into the future, in contrast to images that bind him to the past (Campbell 1949 |
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Explain visions briefly.
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The image of the future, based on core ideology/purpose
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Explain values briefly.
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o What the organization stands for – qualities worthy of esteem and commitment
o A value is a (1) belief (2) pertaining to desirable end states or modes of conduct, that (3) transcends specific situations, (4) guides selection or evaluation of behavior, people, and events, and (5) is ordered by importance relative to other values to form a system of value priorities |
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Explain rituals briefly.
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o Routine with a purpose that has more meaning than at first evident
o Connects Individual or group to something “mystical” o Gives structure and meaning: anchor us to a center while freeing us to dive into life o Initiation rituals: introduce newcomers into communal membership; ritual marks the transition. o Initiation ritual: Test for “fitness”; reinforcement of culture |
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Explain ceremonies briefly.
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o Episodiccharacter
o Times of transition or special occasions |
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Explain function briefly.
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o Socialize
o Stabilize o Reassure o Convey message to external constituencies (performed publicly) |
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Explain heroes and heroines briefly.
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o CEOs as cultural heroes, icons of the organizational culture
o Living logos, exemplify and reinforce core values |
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Explain stories and fairytales briefly.
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o Grant Comfort, reassurance, direction, and hope
o Perpetuate values and keep feats of heroes and heroines alive |
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What is the functions of storytelling?
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o Important ideas are mapped and stored
o Sensemaking and transmission of knowledge o Generation of commitment o Social control o Guide action and strategy by providing precedents for times of crisis or change o 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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Name the different types of stories.
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Comic, tragic, epic, romantic
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Describe epic stories.
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o Focus on Agency: Missions, contests, crises successfully overcome: success or failure as primary design element
o Generate pride and admiration; sense of duty to emulate the hero or maintain the tradition established o Overall character or integrity cannot be doubt o Organizations have their own corporate mythology, reinforcing the companies values and strengthening its culture |
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How can culture be formatted?
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o Spontaneous in unstructured group or formal
o Personal visions, goals, beliefs, values, assumptions about how things should be done o Behavior must be successful (group accomplishes task; survives; members feel good about it) o Beliefs etc. are confirmed an shared and “right”, group enacts beliefs etc. o Beliefs etc. drop out of awareness and become for taken for granted o Beliefs etc. become part of the group identity: thinking, feeling, acting o Beliefs etc. are nonnegotiable = “assumptions” o Accumulated shared learning of a group o Violation causes feels of unease, anxiety or anger |
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Name some characteristics of organizational/group culture.
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o Constantly enacted and created by our interactions
o Set of structures, routines, rules, and norms that guide and constrain behavior o Invisible: an abstraction; but concrete behavioral and attitudinal consequences o Leadership creates culture, management/administration acts within culture |
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Name some shared properties of definitions.
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o Structural stability: shared, stable, defines group; group identity; org. phenom.
o Depth: unconscious, less tangible and visible o Breadth: covers all of the groups functioning; pervasive; o Patterning/Integration: rituals, climate, values, behavior form a coherent whole |
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Name three levels of culture.
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1. Observable behavior and artifacts: Visible organization structures and processes
2. Espoused: Strategies, goals, philosophies 3. Basic underlying assumptions: Unconscious, taken-for-granted beliefs, perceptions, thoughts, and feelings |
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How can culture be created? Primary embedding mechanisms.
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o What leaders pay attention to, measure and control on a regularbasis
o How leaders react to critical incidents and organizational crisis o How leaders allocate resources o Role modeling, coaching, teaching o How leaders allocate rewards and status o How leaders recruit, select, promote, and excommunicate |
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Name some secondary articulation and reinforcement when enforcing culture.
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o Organizational design and structure
o Organizational systems and procedures o Rites and rituals of the organization o Design of physical space, facades, and buildings o Stories about important events and people o Formal statements of organizational philosophy, creeds, and charters |
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Describe unfreeze/disconfirmation.
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o Create 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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Name three ways of change.
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o Cognitive restructuring: learning new concepts and redefine old concepts
o Learning processes: Imitation and identification vs. trial-and-error o Learning anxiety must be decreased, survival anxiety not increased, psychological safety established |
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Describe about psychological safety.
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o Compelling new vision: believe in the new future
o Formal and informal training for new skills and groups o Involvement of the learner o Positive role models: see new behaviors, attitudes etc. o Supportive groups: share experience (success, frustration), jointly learn o Structures, reward system etc. in alliance with new vision |
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Describe refreeze.
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o Produce and reinforce confirming data
o Use the processes for creating and reinforcing culture |
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Name the conceptual properties.
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o Placing stimuli into a framework in order to understand, explain etc.
o Retroactive account to explain surprise o Occurs when predictions/expectations break down o Reciprocal interaction of information seeking, meaning ascription, action o Authoring, interpretation, creation, discovery o Problems do not present themselves – they have to constructed from the materials of problematic situations which are puzzling, troubling, uncertain o Problem setting , formulating the right question |
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What are the seven properties of sense-making.
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1. Grounded in identity construction
2. Retrospective 3. Enactive of sensible environment 4. Social 5. Ongoing 6. Focused on and by extracted cues 7. Driven by plausibility rather than accuracy |
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Describe the characteristics of seven properties of sense-making
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o Grounded in identity construction: Who you are defines what you see (and vice versa)
o Retrospective: Creation of meaning that has occurred; reflective practice o Enactive of sensible environment: We create the environment that we react to o Social: people are contingent on other people, thinking/communicating intertwined o Ongoing: Continuous flow of experience/always in the middle of projects o Focused on and by extracted cues: extract cues that brings people into action o Driven by plausibility rather than accuracy: Sufficient for action, accuracy takes |