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This course looks at organizational culture at the interface of theory and practice as well as at the interface of organization design and organizational identity. We will discover various ways of understanding corporate culture and apply these perspectives to case studies of prominent companies. The course reveals much an organization’s design and set up of every day procedures influences its culture and vice versa. Additionally, this course raises indispensable questions to ask before planning a culture initiative. The ultimate goal of this course is to show ways of utilizing an organization’s unique identity to shape a dynamic and authentic organizational culture. The course offers a wide range of self- and group reflection tools and introduces a 5-step collaborative culture process.
This course is designed for:
Duration of course:
The course offers 3.5 hrs worth of video lectures. Additionally, you will find 4 quizzes and a range of reflection tools, exercises and a brief culture scan. If you make good use of these exercises and do them in-depth, possibly also with a group of select people from your company, you will get the most out of this course. Utilizing the offered exercises, will increase the hours you will need to fracture in for taking this course.
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|Section 1: Start Here|
This is the introduction and detailed overview of the course "Organizational Culture, Identity and Change":
Come and join this course if you belong to one of the following groups:
|Section 2: Part I - Defining Organizational Culture|
In this short introduction, we will discuss reasons for learning about corporate culture.
Also, you will learn about current agreements and disagreements among practitioners and theorists regarding organizational culture.
Additionally, we will look at first dynamics of organizational culture as a topic at the interface of organization design and organizational identity.
We will discuss general definitions of organizational culture and their impact:
1. Most general definition.
2. Reciprocal relation between culture and organization design / life / decision making.
3. 10 key areas where organizational culture displays.
4. 6 dimensions by which culture can be categorized.
Additionally, we will run two sample companies through a quick organizational culture scan to highlight introduced aspects.
Attached to this section, you will find the downloadable materials for this course. The materials contain 17 exercises and reflection tools as well as the literature list for this course.
This lecture introduces Edgar Schein's definition of organizational culture and discusses:
1. the impact of Schein's defintion.
2. areas in which this perspective applies.
This lecture introduces:
1. Gareth Morgan's definition of organizational culture and its implications.
2. Aspects of dramatized cultural aspects.
3. Organizational culture portrayed from various storytelling perspectives.
Last, we are going to look at perspectives on culture that include external and internal perspectives. Here, we are going to look at the following three fields:
In this lecture, we are going to see how culture is different from:
1. Organizational Identity
2. Organizational Atmosphere.
This section provides a summary of all aspects covered in Part I.
Erika touching base - transition from Part I to Part II.
|Section 3: Part II - Understanding Organizational Culture|
Welcome to Part II - Understanding Organizational Culture at the interface of theory and practice as well as at the interface of organizational design and identity.
• Competing Values Framework
• Clan/Adhocracy/Hierarchy/Market Culture
• Examples of BMW and Toyota
• Practical applications of cultural values. Ways of making a culture unique
• Other frameworks and Assessment
• Assessment: Organizational Perspective
• Assessment: People Perspective
• Assessment: Alternative Perspective
• Relation between Assessment and Change Outcome
Introduction to the second part of this course:
This lecture introduces:
In this lecture we will be looking at the specific ins and outs of the:
This lecture continues with the last of the 4 archetype cultures. You will learn about:
following, you will hear a case study featuring Toyota. To get more out
of the experience, we would ask you to listen to the case study bearing
the following questions in mind:
1. Where would you place Toyota on the Competing Values Framework?
2. Building on Morgan’s definition of culture, which aspects does Toyota
“dramatize” about their culture?
3. Which set of shared beliefs, values and norms can you identify in this case
4. Which systemic aspects can you detect in Toyota’s culture and procedures?
5. How does Toyota use operational influences, procedures and processes to shape their
6. What is Toyota’s core identity? What are their success factors that have stayed the same over
7. How does Toyota display “double loop” learning?
8. What makes Toyota unique?
At the end of the case study, there will be a quiz waiting for you.
In-depth introduction to the Toyota corporate culture:
1. Background of company
2. Clan and Agile Features
3. The Toyota Production System
4. Values of Kaizen, Jidoka and Hejinka
5. Just-in-time processes and procedures
6. The Thinking People System
7. 5 Whys
8. 5 S
This lecture reveals various storytelling aspects that can be noticed in the case study of Toyota.
In this lecture, we will see how Toyota:
1. Displays on the Competing Values Framework
2. Scores on the Culture Scan.
This lecture summarizes the most important learning outcomes from the Toyota case study:
1. Factors that drive an authentic culture formation.
2. Culture consistency exercise.
Quick Check-in after Toyota case study
|Quiz 1||8 questions|
Here are some questions that help you with applying the introduced concepts in Section I and at the beginning of Section II to the example of the Toyota culture.
To get more out of the next case study on BMW, please listen to it while bearing the following questions in mind:
1. Where would you place BMW on the Competing Values Framework?
2. Building on Morgan’s definition of culture, which aspects does BMW “dramatize” about their culture?
3. Which set of shared beliefs, values and norms can you identify in this case study?
4. Which systemic aspects can you detect in BMW’s culture and procedures?
5. How does BMW use operational influences, procedures and processes to shape their culture?
6. What is BMW core identity? What are their success factors that have stayed the same over the years?
7. How does BMW display “double loop” learning?
8. What makes BMW unique?
The corporate culture of BMW:
1. Overview of company
2. Resilience and Success Factors
3. BMW Business Model
4. Creative Problem Resolution/Creative Initiatives
5. Sustainable Leadership Approach
In this second part of BMW's corporate culture we are going to explore:
In this third part of "The Corporate Culture of BMW", we will look into:
In this lecture we will:
|Quiz 2||8 questions|
Here are some questions that help you with applying the introduced concepts in Section I and at the beginning of Section II to the example of the BMW culture.
This lecture introduces further culture frameworks and assessment tools.
The frameworks can be grouped as applying a/an:
We will discuss how the choice of the assessment tool and framework influences the change outcome.
Summary of introduced aspects in Part II: "Understanding Corporate Culture"
Erika's touching base at the end of Part II.
|Section 4: Shaping and Changing Organizational Culture|
This overview presents the crucial components of this section:
This introduction covers the relevance of culture and reiterates which factors touch culture in a formative way.
1. Can we really change organizational culture?
2. What are signs that a culture intervention may be necessary?
3. Are you the right person for it?
4. Is now really a good time?
5. How can you clarify your change goals and motivations?
6. Which initiative would be the best for you?
This lecture will star off he work on the 6th indispensable questions to ask before starting a culture initiative. The first question is: Can we really change organizational culture?
We will cover important concepts such as:
1. Concept of Adaptive Instability
2. Change theory by Kurt Lewin
3. Change theory by Houi
Also, we will get an understanding of the various potential costs involved.
This lecture discusses the question: What are signs that a culture initiative may be necessary? Sub-questions are:
1. What constitutes a toxic culture?
2 .What constitutes an increasingly problematic culture?
In this lecture, we will discuss signs that tell you that you have to act
a) as an organization
b) as a person
Exercises and reflection tools ---- Quiz
|Quiz 3||10 questions|
Sometimes it can be difficult to know when it's time to work on your culture as an organization. This "quiz"/survey will help you gain more clarity around this question and reduce some blind spots. In the following you will find 10 questions with 5 answers each. Should you have more than 3 category A) answers or more than 5 category B) answers, we would urge you to start thinking of making culture a priority. Also, should you have more than 5 category C) answers, you know that you have officially arrived at a culture that may still be okay but has lost a lot of its vibrancy.
|Quiz 4||10 questions|
Sometimes it's difficult to know whether the culture you work in is right for you. This quiz will help you gain more clarity around this question. In the following you will find 10 questions with 5 answers each. Should you have more than 3 category A) answers or more than 5 category B) answers, we would take this as an indicator that the current corporate culture you function in may not be the best fit for you.
In this lecture, we are going to discuss who is the right person for initiating or leading a culture initiative.
1. Level of influence.
2. Level of impact.
3. Reverse psychology influences.
4. Required personality.
5. Personal change readiness and change leadership skills.
Introduction of Kotter's 8-Step Change Model
In this lecture, we are going to analyze:
This section seeks to help you clarify your change goals:
1. Differentiating culture goals by business stage.
2. Differentiating between Creation, Transformation, Innovation processes - with reflection exercises.
3. Differentiation by change goal.
Exercises for avoiding the pitfall of arriving at a solution too soon.
Culture Vision Development Exercises
In this lecture we are going to look at various change methods such as:
We will group these by various categories to see which style lends itself to which initiative best.
Before we look at 2 examples of culture projects we conducted, here comes a brief introduction to the 5-step process we typically use.
1. Appreciative Assessment
2. Collective Awareness
4. Capability Building
This section introduces two sample projects of clients we worked with:
1. Example is that of a European project management firm.
2. Example is that of a U.S. American college.
This is the summary of Part III "Shaping and Changing Corporate Culture":
Erika's touching base to say good bye until the next course.
Erika is the founder and Lead Consultant of LC GLOBAL®, a change and innovation consulting firm with presences in New York City and Munich, Germany. As an international business leader with 15+ years of experience, she has consulted with multinationals in Europe, the USA and the Middle East. She has coached national and international business leaders, including Fortune 100 leaders. Her academic background is in Human and Organizational Behavior, Development and Systems. Her Ph.D. research
topic focuses on “The Role of Meta-Narratives in Organizational Change.” Erika teaches Organizational Behavior, Change and Innovation Leadership and Storytelling/PR at various universities.