Schein’s Organizational Culture Model

Introduction

Developed by Edgar Schein in the 1980s, Schein’s Organizational Culture Model provides a framework for understanding, analyzing, and evolving the culture within organizations. It highlights three distinct levels: Artifacts, Espoused Values, and Basic Underlying Assumptions.

The Three Levels

1. Artifacts: These are the visible and tangible elements of an organization’s culture, like the office layout, dress code, rituals, and ceremonies. Artifacts are the most observable but often the most difficult to interpret.
2. Espoused Values: These include the stated norms, values, and objectives of the organization. They represent the ideals and goals that the organization professes to strive for, such as mission statements and codes of conduct.
3. Basic Underlying Assumptions: These are the deeply ingrained beliefs and values that are taken for granted and guide behavior in the organization. They are often unconscious but exert a powerful influence on organizational life.

Application in Organizational Development

Understanding these levels helps leaders and managers in diagnosing cultural issues, aligning culture with strategic goals, and guiding cultural change.

Benefits

• Enhanced Self-Awareness: Organizations can better understand their own culture, leading to more effective management and communication.
• Guidance for Change: It provides a roadmap for cultural change initiatives.
• Alignment with Strategy: Helps in aligning culture with the strategic objectives of the organization.

Critiques

Some critics point out that Schein’s model may oversimplify the complexity of organizational culture and doesn’t always account for subcultures within larger organizations.

Conclusion

Schein’s Organizational Culture Model is a valuable tool for dissecting and understanding the often complex and layered cultures within organizations. It assists leaders in aligning their organization’s culture with their strategic vision and in managing change effectively.