The purpose of culture (every culture) is to teach people how to see "the world. More specifically, organizational culture is created, has announced enhanced and updated by the mighty sea Do not Get ®-process in which managers and employees" teaching "as they look around, other people, and the world around them. For example, a customer (Curt) goes into a shop and a new sales person (Sarah) and his manager (Jeff), are controlled at the box officeorder. Jeff comments on Sarah softly, "he always gives us a difficult time", so ignore it and try to avoid conflicts. Curt reads this message in their emotional behavior and actually feels ignored. After standing around for a few minutes, Brandy Curt critics: "Hey, Miss! I need help here!" Jeff and Sarah thinks she sees,

See - it was said that he would give me a hard time!

The Saint-Do-Get Process ® is a way to describe how our knowledge and beliefare influenced by how we look around us, others and the world around us. Like the previous example, people like Sarah are actively taught by her manager Jeff to see how "the world in the hope that their behaviors and attitudes about Jeff of Curt is consistent, for example, that Sarah looks like Curt and internalize Jeff, will act in ways that are consistent with his beliefs. The following four steps show how the Saint-Do-Get Process ® works.

Phase 1 (lake): Jeff tries to teach Sarah to see "" Curt, as someone to give her a hard time.


























































































































Phase 2 (Thu): behavior and attitudes naturally led by Sarah and Jeff way of seeing and their attempts toAvoid Curt, you can give a subtle (but deeper) of the message.


























































































































Phase 3 (get): Curt builds his message, because 55% of communication is body language and 38% is the tone of voice, and he responds in a way that their way of looking to strengthen it, eg ,. demands that they payon him.


























































































































Phase 4 (lake): Forecasts Jeff's original Sarah was empirically confirmed, and this type of "seeing" Curt is a self-fulfilling prophecy - as it is.

Over time, a pattern that forms of interaction between Jeff, Sarah, and Curt and solidifies, taking refuge. Tell these and similar situations in weekly sessions throughout the operation Jeff teaches staff turnover to see how people "" Curt and customers alike. Within six months, has started sales in decline, and Jeff and his manager can not understand why.

Think about it - managers came to see the employees as lazy. Employeeslearn the same organization, top managers from the link of the day today to see the reality is business. The R & D includes the distribution of incompetents. The marketing department sees the sales as well as short-term orientation. You see your boss, like an idiot, and then wonder why he never gives you the most interesting projects. The Saint-Do-Get Process ® works in all for-profit, non-profit, and government organization at every organizational level, in every country and the global context, regardless of the nation's history, speaking of culture, the level of technical sophistication, or language.

The power of 2s, 3s and 4-to Form Culture

While most people think of organizational culture in large sociological terms, show the cultural patterns that developed the Breckenridge Institute ®, the model of interaction between small groups of 2s, 3s and 4, some basic elements are organized> Culture. In fact, the process of active learning described above with Jeff and Sarah one of the most powerful opportunities, organizational culture forwarded to both new and existing employees as human beings, which is actively learn how they see themselves, employees, customers and other services. This is particularly evident for new employees when they first arrive to work at a company.

For example, John began work as an account executive in the Sales department at ScitechCorporation and began his account with his sales manager Sally. On one visit, John closed the deal and then the customer said that he is back with him on the timetable, after talking to James, the head of the Department of Production - someone who saw Sally as incompetent and politically motivated. He said the trip back to the office Sally: "Look John, I know I'm new here and I want you in on how things work. James and his people are the largest roadBlock to provide for commitments and achieve your sales goals and achieve your Commission a month. "When he returned to the office, Dale (the Department Umsatzspitzenreiter) Sally and John stood in the hallway and almost shouted: 'Guess what' James and his men now! "John Dale heard how to tell the situation, and the tutorial, which had only given Sally John on the return trip has now been confirmed by other evidence.

Experienced managers and employees, as SallyDale taught how internalized cultural norms active, others see the world as they see it. Over time, the culture of a society by a group of 2S, 3S format 4S is known as "carriers" culture and actively shape the behaviors, attitudes and beliefs of their environment. Thus, a cafe, and while sales continue to marshal calls Sally more and more experience has shown, see their way to assist James and "the people" in production. "ListenJohn, you just continue to sell and achieve your sales goals, "insisted Sally" and I will deal with James and the production department, if not in a position to offer. "Over time, people internalize organizational realities and views of their views on" how things work around here. "The behaviors, attitudes and beliefs implicit assumptions that go with the autopilot, and potent form their strategic and tactical decisions and the design of organizational policy.

John was just one ScitechMonths and has talked with James and his staff on numerous occasions. John begins to see that James and the Department have worked hard to produce meet or exceed customer requirements and deadlines. It is also clear that James has tried to improve communication between the Department of Production and Sally and their sales staff for a time - without success. Bring the evidence to the contrary, the forces of John in line with their observations with what Sally told him. One day in aTeam Meeting Monday, John and offers alternatives (counter) that shows James and his staff are trying to be real, to meet their obligations and improve communication with the team of Sally. Sally, Dale, and roll through the eyes of others and do not want to hear. Sally defensive cuts and John goes to the next topic. The tension in the room is so thick you could translate it with a knife, as John sits silently wonder how long he goes on Scitech last cut. Sally is not the question whetherhad made a mistake setting. People like John, who did not internalize (or not) to remain an organization of cultural values and attitudes in general, in an organization - no matter how important they are in the company's success. This is one of countless examples of how organizational culture can drive the best talent from one organization.

Most managers know that in reality the work, a group takes an enormous amount of time and energy because they can maintain aBalance between conflicting interests or competing in a complex system of associations of small groups of 2S, 3S and 4S, which see themselves, others and the world differently. But what many managers do not know, the fabric, these patterns of interaction, the twisted over time is actually the fabric of corporate culture. Executives, as Sally, you have two options. You can allow the culture to their working groups, naturally derived from AutopilotInteraction models them against the systems too complex and destructive human interactions, or they can create awareness, strengthen and maintain effective martial arts with the lake-get-Process ®, which will help them achieve their goals and key performance indicators.

Problem identification

Just as organizations such as those described above have not come to "see" the world differently, if so convinced that the reality thatcome to the lake Know-Do-Get Process ® is the reality? Profound cultural change supported almost always requires a platform that burns, and there are two types of platforms burning: reactive and proactive. The reactive nature helps when a manager went to a critical situation, or groped to try to change the destructive patterns of interaction that is on hold. Alternatively, managers who recognize the proactive nature of the platform in flames, while the situation is not only be of crucial importance,is likely that if the destructive patterns of interaction that allows frustrating and continue to affect their performance. Manager as Sally have to ask the question: "How bad are bad?" If the answer is "not that bad" then it is as a rule, as they are until the next issue rears its ugly head - often when least expected to go.

Jay was the head of a working group, where he has full responsibility and authority for the Group's work and performance. Two second-level supervisorshe created his direct reports (Jane and Dan), a devastating war to the point where their toxic interactions were openly displayed in e-mail, meetings and other public forums, and worked poisoning the climate for the other members of the group. Jane was one of the first employees of the company and had developed strong alliances with key personnel in other departments and the company president. This gave her an informal basis with the power-makers the most powerful and important organization.It would, in meetings, working to see members of the group just sat there and like Jay, Jane, Dan, and perform on stage during the production work and decision making process has stopped.

Following these nodes destructive, Jay was going to talk with Jane and Dan are trying separately to resolve the deadlock and avoid further clashes. Over time, it developed a model of interaction between the three of them by the lake Get Process ®, where they could not consent, eventhe smaller problems, without being involved in a fight that occurs. Jane has tried to bully Jay and Dan, and it seemed that the challenge of the fight was about to enjoy. Finally he began to go Jay President of the Society to express their frustration with decisions Decision Jay and style of leadership. This Jay was still cautious about decisive action in relation to this issue. After repeated attempts on these issues with each person individually and as the workThreesome, Jay knew that the only way we were on the model of interaction to address the issue openly and directly to changes. This meant that Jane, Dan, or had to change voluntarily, or Jay need one of them (probably Jane), away from their responsibilities. Perceived relationship with the company president Jane made this task difficult, but necessary for Jay Jane on a burning platform to bring order to initiate real change.

The first step in creating a platform of combustion is the use ofobjective data and quantitative analysis of each working group or organizational challenge and refute the ways of seeing and cultural norms that have been created from the lake-Do-Get Process ®. The second step requires that people begin to see that to be partly responsible for the emergence of the group work and questions. Once this sense of personal responsibility to properly address the denial and defense mechanisms urges the members of the group, they begin to experience the survivalAnxiety and guilt in relation to "truth" that must change. Since there is a growing awareness, is the third phase, which enables people to contribute to everyday problems, as additional evidence disconfirming the fact that things can not continue as they are acting. If the weight of evidence for these operations are combined, will change a strong motivation for the people.

But once the members of the working group to accept that to change, they begin to experience the learning anxietyFor example, the fear of doing things differently to change the interaction in day-to-day operations, professional relations and transforming the world of work) (the reality in which they operate. This creates both cognitive and emotional dissonance, and a self-reinforcing network of survival anxiety that creates the anxiety of learning, which in turn increases the anxiety of survival. The power of this self-reinforcing network is why it is so difficult for organizations and to provide the people in them too deeplysustainable change. Edgar Schein argues that the two principles that summarize a process for moving beyond this self-destructive cycle (Edgar Schein, The Corporate Culture Survival Guide, Jossey-Bass, 1999, pp. 121-123).

Must first penetrate the anxiety of survival and / or guilt to be greater than learning anxiety to defend the people and the process from the beginningRecognize and change in the regulations, requirements and standards of organizational culture.


























































































































Create a change is necessary for the learning anxiety by creating a climate of psychological security for the work of group members, has not improved, but reduced the survivalAnxiety.


























































































































Be properly managed, the interaction between learning fear and anxiety of survival are used to create deep, deep, sustained cultural change.

Deep learning needs Unlearning

Jay met with the president of the company and described the situation and the negative impact has been with the group and its work performance. Despite years of Jane with the company, the president agreed that the change was necessary, and saw how his conversations with Jane were inadvertently undermine the authority, Jay and perpetuate the problems of his team. Convened in a special meeting, Jay, Jane,and the President had a conversation about how their valuable contributions that have been since the beginning of the company, but the President fully supports the need for Jane to change her behavior. He also confirmed that Jay Jane had the authority to remove from their position if it does not change within a reasonable period of time. If they want to continue to be a member of this working group, would change it. The alternative was to start looking for another place for them in societyor go somewhere else.

In an attempt to undermine this kind of change, it is important to remember two timeless principles. First, low education, almost always requires us to unlearn "see" other ways of the world. Secondly, the collective organizations, cultural institutions must be led, managed and changed one person at a time to do, for example, groups that do not change the people. If you're a person, a small group of 2S, 3S and 4S, a workgroup or an entire organization,every person is involved, a series of questions that bring the organization back through the sea-Do-Get Process ®.

Get (results): What kind of results we find that we do not want to get to us?


























































































































Thu (interaction model): What patterns of interaction in the structures of 'organization, systems, processes, actions or interactions that create these results?


























































































































(See archive of interactions): What are theunderlying beliefs, assumptions and attitudes with which these patterns of interaction continues, despite the fact that we are not always the results you want?


























































































































Thu (interaction model): How can configure the interaction patterns, structures,Systems, processes, actions and interactions to the desired results? What changes in the results that we can always predict?

While the above procedure is presented in a particular order, the key is to use the sea Do not Get-Process ® in the opposite direction: a) the lake and run) measures at the same time, and b embedding workChanges in large part because of day to day realities of organizational life, until the new way is more efficient to operate automatically the old invalid. When new results emerge from the sea-Do-Get Process ®, is the fact that change can really happen, the new perspective on the facts, how should conclude, for example, "Look, we can improve our performance confirm strengthened.

What Do You Do With People Who Do not (Will not Change)

So what happens when peoplenot (or not)? This problem is particularly difficult when the person is a high performance athletes who want to do business differently. Employees in organizations generally fall into a well-defined distribution, which follows a rule 20-60-20. In particular, in a certain situation, in which changes are needed in approximately 20% of men are strong advocates of change and about 20% will be dealt with urgently. Groups of 20% at both ends of the distribution are usually so firm in their seriesTo see how to change that no amount of persuasion, their opinions. The remaining 60% tend to align with any order of distribution takes control.

Employee productivity, how to resist change, as Jane, the goal should be to migrate them to the positive side of the distribution, if possible. Often, new cultural norms, the pressure of so powerful that people do not buy themselves often: Choose from the working group. If people do not choose themselves, and willcontinues to frustrate and undermine the organization's performance, managers must follow the advice of Jim Collins' to describe and have the right people on the bus and the wrong people off the bus with the six-step decision making process below. The following six questions may be used for personnel matters, whether evaluation managers, middle management, supervisors and front-line employees. The manager responsible and the worker must ask:

What does the business need for employees?


























































































































What does the employee really want from society?


























































































































Can these expectations in the current situation to reach?


























































































































Do businesses and workers who wantsame period?


























































































































What would the cost so that the work (time, money, energy, etc.)?


























































































































Three possibilities: either take, modify or terminate the relationship

Sometimes the performance of an organization very different and attitudes of an employee of a manager or employee will want to give. Sometimes businesses and workers are both want the same things,but can not, if it is successful in this context. For example, eligible companies and workers that the person is best suited for a sales position, but the organization does not have an opening for the person to the necessary organizational and salary level. Perhaps the organization and the employees want the same things and I want that in the current context, but they want sometimes very different. Thus, the organization want the employees of a conversionFront-line supervisor, a middle manager, but they have the support of funding for the promotion until the next fiscal year and the staff must take a job offer from another company and now has a decision. Sometimes, organizations and employees want the same things in the working relationship, which at the same time period, but one or the other can not be ready, the money would be needed to pay for professional work relationship. Based on these themes, the manager andworkers are always three options:

You can accept that


























































































































You can try to change the situation


























































































































You can terminate the employment relationship

Doing nothing is a form of first choice - acceptance. The material presented in this articleCombined with six step decision process provides a simple way of understanding for the administration (and effective), the differences between people as individuals, and small working groups at the group level and to do this type of personnel decisions in the process of a cultural change.

Bottom Line

Their organization, the culture can be your best friend or your worst enemy. It can work for you, in case of increased sales and margins and lower operating costs byFacilitate enterprise-wide business processes and create a positive synergy between the management team. It can also be a self-destructive cycle of decreased sales, margins and lower operating costs due to higher rework, downtime, quality problems, customer dissatisfaction and of destructive conflict between managers and key employees. The transformative power of the sea-Do-Get Process ® can be used in any for-profit, non-profit, and the organization of government at allorganizational level in each country and global context, regardless of the nation's history, speaking of culture, the level of technical sophistication, or language. To understand how to create, manage and configure the organizational culture through the sea-Do-Get Process ® enables managers at all organizational levels to build a culture of high performance - an island of Excellence ® in a sea of mediocrity.

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Innovative studies, such as books, Jim Collins, "The Last and Good to Great John Kotter's book, Corporate Culture and Performance have developed shows that the culture of a company's operating style and form strong positive (or negative) can play groups All repair work organizations and the arts was a bit 'too complex and mysterious to most of the organizations subject. identifies the Breckenridge Institute ®elements of organizational culture and formulated in a culture ™ equation that describes what organizational culture is, in simple and practical terms (see below).

THEN ↔ ↔ COI ROI = Current Results ™

Managers can use this simple equation simultaneously improve the performance of organizational, work group and levels of individual employee. The terms of the cultural ™ equation are defined as follows:

THEN Pattern =Interactions (Thu, informal rules, actions, interactions, group-learning)
COI = context interaction (Say, formal rules, structures, systems, location)
ROI = Archive of interaction (tacit assumptions, structure of belief, meaning, history)
Actual results: Gets actual organization, but not its objectives

The main result is that organizational culture is all four terms in the equation, with each half in a significant increase (but) interdependentGroup of companies to interact with others, an organization of financial and non-financial results. It is the combination of the four concepts, organizational culture and creates many managers experience how this interaction Bureaucracy ™ of culture visible.

The culture of a society is created, consolidated and strengthened the mechanisms described by a strong participation. The strength of this exhibition embedding mechanism: a)how strong is the culture, b), is as explicit (or implied), teaching and / or a message from the culture, and c) and intentional (or not), actions and interactions of culture.

Primary Embedding Mechanisms: the formal and informal rewards are the most important mechanisms to enhance the inclusion of the culture of a society, because they lead to actions and interactions actually established, as what people should be their time, energy and concentration to defineResources. What does an organization, is rewarded formally) IOC (but what is actually rewarded POI (informal) and informal rewards have the greatest impact on creating jobs, strengthening and maintaining the organizational culture. In fact, the more the gap between the POI and COI, the stronger is the inclusion of its effect.
Secondary Embedding Mechanisms: These include organizational design (structures and systems), geographical location, physical space, furnishings, equipment,Equipment, rules, procedures, official statements about the basic ideology (purpose, values, basic) and philosophy. This is mainly to strengthen the countries of origin, but what do these elements "(ROI) within a given culture, and the actual day of daily activities to strengthen (POI), in this context, and to incorporate the concept COI ™ in the above equation of culture.
Tertiary Embedding Mechanisms: The purpose of culture "teaching" to see how "people" of the world, and the third is the embeddingMechanism is, as has been done, for example, through apprenticeships, training, indoctrination and interpretation of what later, the IOC and the latest findings mean in the context of "culture" (which is not as do or see Him up to here). Organizational rituals, ceremonies, traditions, heroes, stories and important historical events are also tertiary mechanisms of inclusion. These are mainly ROI, but also for the other terms in the equation Culture ™. ROIthe mechanism more difficult to change directly through education, training, indoctrination and interpretation of events in organizational life, because the tacit beliefs and assumptions on which forms naturally ROI (unconsciously) as a result of observation of the interaction POI within the IOC.
I repeat: the passage of time, the daily experience of repeated POI, COI, ROI, and the present results support the migration of these cultural elements in the operations of autopilotand, finally, are the reality of the organization, as it is, for example, up to here.

Most cultural theorists focus on one or two terms in the equation Culture ™ as the main factors that define the organizational culture, but some systematic consideration of all four concepts and their mutual dependence on each other. For example, Edgar Schein focuses primarily on the beliefs and assumptions tacit (ROI) and the context in which they occur (COI), David Hanna focusesobserved primarily on the work habits and attitudes to explain how the organizational culture really works, for example, the interaction between the POI and COI how to produce effective results in a company, and John P. Kotter and James Heskett Focus latest results shortcut for the degree of flexibility in the POI as I found in theory: strong cultures, Theory II: culture appropriate policy and theory III: Adaptive cultures.

Culture Equation ™ can be applied to allOrganizations of all sizes in every sector in every country, regardless of their governance structure (for-profit, non-profit, government), the products and / or services produced, the number of sites and business life cycle phase. organizational culture may consist of two very different perspectives, which reflect the individual but interdependent collective Paradox ™, is analyzed, for example, organizations that are collective, cultural institutions are led, managed and edited on a personTime:

Bottoms up analysis
Top-Down Analysis

A top-down analysis focuses on the culture from the perspective of the collective model common POI, COI and ROI to make powerful actions and interactions of managers and employees. From this point of view, the culture of emergent properties, which is the form of models, structures and processes to take delivery, which are not directly attributable to the actions, interactions and personalities of individual managers and employeesStates, even if the executives and key employees (culture-carriers) a greater impact on creating jobs, strengthening and maintenance of cultural norms.

A bottom-up look at the culture from the perspective of the constituent elements of culture in groups of 2S, 3S and 4S, to be consistent with the main topics: a) the fact that over 85% of the sources of performance problems and conflict in work groups from countries outside of the working group in the organizational structures,Systems and culture. From this point of view, it is possible, actions, interactions and personalities of individual managers and employees do not "add" to the collective cultural norms are equal, even if the directors and key employees are (vectors of culture a) a greater impact on creating jobs, strengthening and preserving the elements of culture.

When a working group or organization is more or less managed to produce revenue and meet the challenges of societyEnvironment, is the model that the conditions in the culture Equation ™ and is represented on autopilot, as we are talking in the neighborhood. Achieved over time, an organization that the specific configuration of the Culture Equation ™ a state of equilibrium and frozen in a business environment that forces exercise called on society. As David says Hanna, all organizations are perfectly matched the results obtained, get! Good or bad, the systemfinds a way to balance its activities to achieve certain results. When new employees are hired, are forced to order the world from their earlier work, with what this organization and try to compare the significance of this way of working together. Experience have internalized the view of the organization and working conditions, long ago, in order to make the autopilot and powerful account of their decisions. Employees who have not (or not) way to internalize this company View and working in the equation cultural ™ as codified in the rule not to remain in an organization.

Bottom Line: Whether you're a leader of the founder of a new company and a top manager or media in a consolidated company, one of its main tasks is to create, manage and (if necessary) to the organizational culture in order to destroy in order to produce the expected results for the organization or workgroup. The exact definition of culture as described> Culture Equation ™ and the insertion procedure above to give executives and managers with a powerful set of tools to do so.

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Organizational culture and theoretical entities like electrons are some important things in common. First, the real people were, in principle, with the naked eye, so while their "reality" was frequently the subject and ask if it has an impact on things that you be seen and measured, are very, very real - just a Cartesian skeptic would doubt their existence. Secondly, perhaps the most convincing argument for the realism of electrons and organizational> Culture is that it is as powerful tools, tools that can be selectively used to make a difference in the physical world, can be used. In the case of electrons that can be sprayed from phosphor emitter material on the back of the monitor to create images of Super Bowl advertising, and carried with miles and miles of wire to power lights and other equipment for the entire city. In the case of organizational culture can be used to teach people to see howthe world - a powerful tool to convey the message about "how things are moving in the neighborhood." Strong cultural norms about what is (not) acceptable behavior in the workplace can powerfully shape how people "see" oneself, others and the world around them. Thus, while organizational culture is invisible, not a toy, and by providing a philosophical and epistemological basis of cultural and realism, as cultural work in organizations is a key element to learn moredescribe exactly what the culture is, how it works and how they are used to create positive change.

Ian Hacking Paper, Representatives to intervene and have a defense refreshing, provocative and powerful scientific realism. While the book is a classic introduction to philosophy of science, but also offers suggestions to develop a view of cultural realism, based on solid experimental and scientific purposes. The themes ofrepresented, and among the terms of the theory agree (representative) and experiment (between) and follow the issue, often debated, "What comes first, theory or experiment." Hacking also describes the difference between the theoretical constructs (theory and mathematical formalisms, which was built to describe the behavior of physical phenomena) and to measure the theoretical unity (invisible things) we are in the physical world, such as electrons. A clear distinction betweentheoretical constructs and theoretical unity is seen as crucial for understanding the complexity of the debate between scientific realism and post-modern deconstructionist view, especially when it comes to the creation of a naturalistic conception of realism, cultural and organizational culture.

The first half of Hacking book focuses on the concept of "representation" and begins with a serious review of the different accounts of scientific rationality and objectivity. The views of Thomas Kuhn,Paul Feyerabend, Imre Lakatos, Hillary Putnam, Bas van Fraassen, Nancy Cartwright, and other great scholars of philosophy of science are professionally assessed and the advantages and disadvantages theorists to include in any case are clearly defined. Hacking also describes when it accepts (and does not agree), with these different perspectives in relation to its point of view of scientific realism. The second half of the book focuses on the concept of "intervention" and is one of the most detailed and convincingphilosophical analysis of experimental science in the press. Hacking presents the accounts of the history of science shows that detailed experimental science, a life of its own, regardless of the theoretical constructs to build more theoretically oriented scientists.

For hacking (and Putnam), is something "real" if it makes a physical difference. If there is no physical difference, it is not true. In other words, if theoretical entities like electrons, which in principle notcan be used systematically to see something that you expect in a cause-effect) (TV sets, then these bodies are in the true sense of the word are really influencing. Hacking, as he says,

"As far as I'm concerned, if they are real ... then spray the experimental work provides the strongest evidence in favor of scientific realism. This is not because we are testing hypotheses about individuals. And 'when companies that operate in the principles is not possible, "he observed" are regularly manipulated to produce a tooto explore new phenomena and other aspects of nature. These are tools, tools that do not believe, but for that. "

So, the reality has more to do with causality (we do) the world as it is (without the representation of theoretical constructs and mathematical formalisms to describe the scientists building as is) the world. The most powerful and persuasive representations of reality that comes from our ability to change the world, and measure the characteristics and nature of these changes.Hacking believes that while the philosophical issues related to scientific realism, is not convincing, since they are only theoretical constructs are solved (was) that a consistent approach that links theoretical constructs and units theoretical (TRA) provides a convincing argument for the scientific realism. In particular, it generates a model of scientific practice, that does not diminish the importance of theory in the field of experimental science, not denying, but experimentalScience, the nature of the subjective theory proposed activity scale in Thomas Kuhn, The Structure of Scientific Revolutions.

Thus, scientists can see how "the world with their disciplinary paradigms strongly influence the type of experiments they are doing and how to interpret the results of the" get "reinforces their original point of view - what the Breckenridge Institute ® asks a lake -Do-Get Process ®, a self-fulfilling prophecy is. But the world is possible, its right of vetoExpectations with the anomalies that behave according to expectations of scientists deny himself. The pages of history of science is full of examples of this type scattered as the reduction in motion of the planets in a geocentric model of the solar system. From this point of view of scientific "truth" is actually an infinite series of successive approximations in the correspondence between the theoretical constructs, researchers have built and the theoretical enterprise, which will measure them and to describe increasingly reliable.For example, the map of the theoretical constructs of quantum electrodynamics (QED) for the measurements of the theoretical entities with a precision of one part in 10-12. If the distance between New York and Los Angeles to measure the reliability, we know that the distance to ensure the accuracy of the thickness of a human hair.

Hacking defense of scientific realism in science is a foundation on which a scientifically sound theory of knowledge and buildThe philosophy for the study of organizational culture. It provides a framework in which to speak of how organizational culture is real, and how this is not real. Using the same argument of hacking and Putnam, are the cultural norms "real" if they have a physical difference between people who act in a day-to-life. If the organizational culture, which makes no physical difference, then it is not true. In other words, if the theoretical entities, suchcultural norms that are not visible, can be used to systematically interfere with something that is seen in a cause-effect (organizational performance), then these cultural institutions are really in the true sense of the word. The concept of cultural realism enables us about Emile Durkheim believes that social processes affect us so real as the laws of gravity, and begin to organizational culture as a pragmatic tool to be used to change the lives of every day See CircularReality of organizational life. For example, create just the culture as a tool for change is a real impact on the level of destructive conflict in organizations, the climate of trust or mistrust between managers and direct relationships and the ability of organizations to achieve greater efficiency and its mission met (or higher), their goals.

So the bottom line is that, provided that culture is not just a passive set of tacit beliefs and assumptions into question the way things are happen in a particular cultural context. It is - but it is much more. Culture is a powerful tool for changing the day to day activities of organizational life. As described elsewhere as the equation ™ cultural, organizational culture is an interdependent reality is the connection to believe, do and achieve results, not just a question tacit belief structure as many cultural theorists and practitioners (see Mark Bodnarczuk, The> Culture equation: Take the Mystery Out of organizational culture) for further discussion on this topic. When viewed as a tool to change the organizational culture is a practical tool for the formation of the people themselves, others and the world with the objective to create a deep lasting change in organizations and individuals who see populate (Mark Bodnarczuk, When it comes to organizational culture, What You See Is What You Get forFurther discussion on this topic).

To repeat, while the organizational culture is invisible, not a toy, model and manufacture of scientific realism of hacking into a solid base of cultural realism is an essential element of a more precise description of what is culture, how it works and how it can be used to create positive change within an organization. They tried in a world of postmodern deconstructionist time to unravel the fabric of reality in our world, HackingRepresentation and should be read between a breath of fresh air and a must for those who want to pursue the matter if the organizational culture really is, in fact.

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This book is more or less a textbook on the organizational culture. It was written with an aim of creating awareness about the nature, structure, elements, approaches, methods, functions, and the manner of thinking of organizational culture. In addition, this book is a "cry after the outbreak of the information systems / logical positivist / quasi-experimental form, that has provided an intellectual and emotional straitjacket of organizational theory and theoristsFor too many years (ix). "It is clear from this statement, this book was written at a time when organizational culture perspective, is only just beginning to gain in importance and organizational theory has only just begun to move on structures.

We divide the book into two halves. First four chapters discuss the general concepts and terminology used in the field of organizational culture. In addition, sources for the origin, development and maintenanceculture are also discussed. The second half of the book describes the development of cultural perspectives and methodological approaches to the study of culture in organizations.

Although the concepts associated with this perspective are often used, is the distinction between different concepts is not clear to everyone. Therefore, it would be useful to summarize all the conditions here in one or two sentences. First, "culture of the organization, whichPersonality is the individual or covert unifying theme that provides meaning, direction, and mobilization. "It consists of shared values, beliefs, assumptions, perceptions, norms, symbols, artifacts, and patterns of behavior.

Secondly, we will now define each of these concepts. "Symbols" are evidence that suggests greater importance than they express themselves and a lot more than its actual content. "Embody and combine symbols representing broader patterns of meaning and lead people towith ideas, which in turn provide them with their deeper, richer and often an emotional appeal purposes (21). "Artefacts are tangible and intangible objects and structures (eg, dress code & Annual Meeting Warrant) that communicate, intentionally or unintentionally to general information about the organizational technology, beliefs, values, etc., language, jargon, myths are stories, metaphors, organizational scripts, rites and legends included in the concept ofArtifacts.

Three behavioral patterns relate to routine activities such as rites and rituals that differ communicate through repetition information technology organization, beliefs, values and assumptions. These rituals are so powerful that they are a movement, time, location, language, govern sequence of activities participants answer, artifacts, and use metaphors and symbols that guide responses (36).

Fourth, another way to introduce these concepts is to consider them as three levelsOrganization of Culture (Schein to 54). Artifacts are level 1 They are visible, but not read to. Values and beliefs, level 2, are less visible than artifacts. They are verifiable in the physical environment, but only by social consensus. Basic assumption, Level 3, are the least visible and are taken for granted. These levels are in the shaping of cultural change and the importance of research strategies. A macro-organizational theorists would be located on level 3 and behaviorism at the level1.

Fifth, organizational cultures are not monolithic, which takes place, the concept of sub-cultures. "All institutions of all sizes have subcultures, bags, where the organizational culture varies to some extent by the culture in other pockets of the dominant culture (45)."

Load, sources of origin of the culture come from three categories: the broader social culture, is in the organization, type of business organizationEnvironmental values of the founders or early dominant leaders. Recruitment (or anticipatory socialization), training) (socialization, the removal of deviants and incentives and control structures (reinforcement) are the means to perpetuate the company culture.

Once the basic concepts concerning the organizational culture, clarified, we turn our attention to the issue of research in this area. If organizational culture as espoused beliefs and values, then definequasi-experimental design with questionnaires, surveys and interviews can be used. However, if the organizational culture as a basic underlying assumptions is defined, and whether significant differences between espoused and operational values are present longitudinal and qualitative research methods or ethnographic paradigm is needed. It is better to collect information from such sources with multiple sources) triangulation (eg, archiving of data. The researchers must be on the lookout for physicalArtifacts, archival records, "Language", myths, tales, legends, etc.

Rest of the book is devoted to discussion of the various theories and schools of the organization and the growth of organizational culture paradigm. Several schools are discussed, including classical school, mentoring, s, human resources, school systems perspective, communication) perspective, bureaucracy and decision-making models (including the power politics paradigm.

Finally, I mustnot to mention the sources of growth of the organizational culture perspective. "The overarching concept of culture seems to be consistent with the classical philosopher Bernard Chester (1938), emerged claiming the importance of norms and moral codes in infusion organizations with value-systems (172). Selznick (1957), McGregor (1960), Schein (1961), Jacques (1952) and Whyte (1956) are other classical thinkers, who gave impetus to the prospect. In addition to dissatisfaction with the structuralApproaches to organizational studies, the external events, which had generated interest in the perspective of "the relative ease with which Chinese brainwashing of U.S. POWs in Korea and led to 1961 note book (177). In the 1970s, however, interest waned in cultural approach. The concept of social construction of reality and meaning (Bolman and Deal, 1984 and others) back part of the interest in the perspective to a certain extent. Periodically, there are studies inOrganization with this perspective. It is not, however, moves to the dominant streams in the organization of research, because they have the organizational studies to learn more about the concerns of the times (such as "learning organization") and partly from methodological limitations. While mainstream perspectives soft to hard with the tangible, quantitative variables, knowledge, perspective focuses more on less tangible and essential variables like implicit beliefs which arequalitative, ethnographic studies of long-term effort and low pay-off, because not many magazines that have an interest in their disclosure. That is not to diminish the value of perspective in any way!

Reference:
Ott, J. Steven (1989), The Organizational Culture Perspective, Pacific Grove, CA: Brook / Cole Publishing Company.

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Kramer, Michael W.: Managing Uncertainty in Organizational Communication.(Book review): An article from: Communication Research Trends Review

Kramer, Michael W.: Managing Uncertainty in Organizational Communication.(Book review): An article from: Communication Research Trends Feature

Kramer, Michael W.: Managing Uncertainty in Organizational Communication.(Book review): An article from: Communication Research Trends Overview

This digital document is an article from Communication Research Trends, published by Centre for the Study of Communication and Culture on September 1, 2008. The length of the article is 1252 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available immediately after purchase. You can view it with any web browser.

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Title: Kramer, Michael W.: Managing Uncertainty in Organizational Communication.(Book review)
Author: Mary Ann Danielson
Publication:Communication Research Trends (Magazine/Journal)
Date: September 1, 2008
Publisher: Centre for the Study of Communication and Culture
Volume: 27 Issue: 3 Page: 33(2)

Article Type: Book review

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Groundbreaking studies such as books, Jim Collins, "The Last and Good to Great John Kotter's book, Corporate Culture and Performance have developed shows that the culture of a company's operating style and form strong positive (or negative) may carry out remedial work groups All arts organizations and was an overly complex and somewhat mysterious topic for most organizations. The Breckenridge Institute ® has identifiedElements of organizational culture and it is formulated in a culture Equation ™ that describes what organizational culture is, in simple, concrete terms (see below).

POI ↔ ↔ COI ROI = Current Results ™

Managers can use this simple equation to simultaneously improve the performance of organizational, work group, and individual employee levels. The terms of the cultural equation ™ are defined as follows:

POI = Pattern ofInteraction (Thu, informal rules, actions, interactions, group-learning)
COI = Context of Interaction (Say, formal rules, structures, systems, location)
ROI = Archives of the interaction (tacit assumptions, belief structure, meaning, history)
Actual Results: The actual results of an organization Gets, but not its targets

The main finding is that organizational culture is, of all four terms in the equation, with each semester a significant (but) interdependentGroup of companies to interact with the other, an organization of financial and non-financial results achieved. It is the combination of the four concepts, the organizational culture and creates many managers experience this interaction as visible Bureaucracy ™ of culture.

The culture of a company is created, consolidated and strengthened described by the strong involvement mechanisms. The strength of this embedding mechanism shows: a)how strong is the culture, b) is as explicit (or implicit), the teaching and / or a message from the culture, and c) and intentional (or unintentional), the actions and interactions of culture.

Primary Embedding Mechanisms: Formal and informal rewards are the most important mechanisms to improve the embedding the culture of a company because they bring what actions and interactions actually established, such as what people should be their time, energy and concentration to defineResources. What does an organization, it is rewarded formally) COI (but what is actually being rewarded POI (informal) and the informal rewards have the strongest impact on job creation, strengthening and maintenance of organizational culture. In fact, the greater the gap between the POI and COI, the stronger is the embedding of its effect.
Secondary Embedding Mechanisms: These include organizational design (structures and systems), geographic location, the physical space, decoration, equipment,Equipment, rules, procedures, formal statements about the core ideology (purpose, core values) and philosophy. These are mainly to strengthen COI, but what do these elements "(ROI) within a given culture, and the actual day-to-day activities to strengthen (POI) in this context, and to embed the concept of COI ™ in the above-mentioned cultural equation.
Tertiary Embedding Mechanisms: The purpose of culture "teach" to see how people "" the world, and the third is the embeddingMechanism is, as has been done, for example, through apprenticeships, training, indoctrination and interpretation of what POI, COI and the latest findings mean in the context of "culture" (that's not how we do it or see it, to here). Organizational rituals, ceremonies, traditions, heroes, stories and important historical events are also tertiary embedding mechanisms. These are primarily ROI, but also to the other conditions in the culture equation ™ application. ROI isthe most difficult mechanism to directly change through education, training, indoctrination, and interpretation of events in organizational life, because the tacit beliefs and assumptions on which ROI is formed naturally (unconsciously) as a result of observation of the interaction of POI within the COI.
Repeat: Over time, the daily repeated experience of POI, COI, ROI, and the current results help to migrate these cultural elements into autopilot operationsand finally they are the organization's reality, as it is, for example, to here.

Most theorists of the cultural focus on one or two terms in the equation Culture ™ as the main factors that define organizational culture, but few systematic consideration of all four concepts and their mutual dependence on each other. For example, Edgar Schein focuses primarily on the tacit beliefs and assumptions (ROI) and the context in which they occur (COI), David Hanna focusesobserved primarily on the work habits and attitudes to explain how the organizational culture really works, for example, the interaction between the POI and COI as producing a company's actual results, and John P. Kotter and James Heskett Focus Shortcut Latest results to the degree of flexibility in the POI as I found in Theory: Strong Cultures, Theory II: Strategic appropriate cultures and theory III: Adaptive cultures.

Culture Equation ™ can be applied allOrganizations of every size in every industry in every country, regardless of their governance structure (for-profit, non-profit, government), the products and / or services produced, the number of sites and corporate life-cycle phase. Organizational culture may consist of two very different but interdependent perspectives that are reflective of the Individual Collective Paradox ™, are analyzed, for example, organizations that are collective, cultural institutions are led, managed and changed on a personTime:

Bottoms up analysis
Tops-Down Analysis

A top-down analysis focuses on culture from the perspective of the collective common pattern of poi, COI and ROI to make powerful that the actions and interactions of managers and employees. From this perspective, the culture of emergent properties, which is the form of patterns, structures and processes to take over that are not directly reducible to the actions, interactions and personalities of individual managers and employeesMembers, although executives and key employees (culture-carriers) a stronger impact on job creation, strengthening and preservation of cultural norms.

A bottom-up analysis looks at culture from the perspective of the building blocks of culture in groups of 2s, 3s and 4s, to be consistent with the primary themes: a) the fact that over 85% of the sources of performance problems and conflicts in working groups come from countries outside the work group in the structures of the organization,Systems and culture. From this perspective, can the actions, interactions and personalities of individual managers and employees do not "add up" to collective cultural norms are equal, although executives and key employees have (culture carriers) a stronger impact on job creation, strengthening and maintaining the elements of culture.

When a work group or organization is more or less successful at producing revenue and addressing the challenges of the companyEnvironment, is the pattern that the conditions in the culture Equation ™ and is represented on autopilot, as we are talking in the neighborhood. Achieved over time, an organization that the specific configuration of the Culture Equation ™ a state of equilibrium and frozen in a business environment that exerts forces defined on the company. As David Hanna says, all organizations are perfectly matched to the results they get, get! For better or worse, the systemfinds a way of balancing its activities to achieve certain results. When new employees are recruited, they are forced to their own ways of the world from former jobs with what this organization and try to compare significance of this way of working together. Experienced staff have internalized the organization views and working conditions, long ago, so they make on auto pilot and powerful account their decisions. Employees who do not (or not) way to internalize this company View and working in the cultural equation ™ as codified in the rule does not remain in an organization.

Bottom Line: Whether it is a leader of the founder of a new company or an upper or middle manager in a well established company, one of its main tasks is to create, manage and (if necessary) to organizational culture in order to destroy in order to desired outcomes for the organization or work group. The exact definition of culture in the illustrated> Culture Equation ™ and the embedding procedure described above to give executives and managers with a powerful set of tools to do so.

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This book is more or less a textbook on the organizational culture. It was written with an aim of creating awareness about the nature, structure, elements, approaches, methods, functions, and the manner of thinking of organizational culture. In addition, this book is a "cry after the outbreak of the information systems / logical positivist / quasi-experimental form, that has brought a spiritual and emotional straitjacket of organizational theory and theorists For many years (ix). "As is clear from this statement, this book was written at a time as an organizational culture perspective just begun to gain in importance and organizational theory has only just begun to move on structures.

We divide the book into two halves. First four chapters discuss the general concepts and terminology used in the field of organizational culture. In addition, sources for the origin, development and maintenance of> Culture are also discussed. The second half of the book describes the development of cultural perspectives and methodological approaches to the study of culture in organizations.

Although the concepts associated with this perspective are often used, is the distinction between different concepts is not clear to everyone. Therefore, it would be useful to summarize all the conditions here in one or two sentences. First, "culture of the organization, whichPersonality is the individual or covert unifying theme that provides meaning, direction, and mobilization. "It consists of shared values, beliefs, assumptions, perceptions, norms, symbols, artifacts, and patterns of behavior.

Secondly, we will now define each of these concepts. "Symbols" are evidence that suggests greater importance than they express themselves and a lot more than its actual content. "Embody and combine symbols representing broader patterns of meaning and lead people towith ideas, which in turn provide them with their deeper, richer and often an emotional appeal purposes (21). "Artefacts are tangible and intangible objects and structures (eg, dress code & Annual Meeting Warrant) that communicate, intentionally or unintentionally to general information about the organizational technology, beliefs, values, etc., language, jargon, myths are stories, metaphors, organizational scripts, rites and legends included in the concept ofArtifacts.

Three behavioral patterns relate to routine activities such as rites and rituals that differ communicate through repetition information technology organization, beliefs, values and assumptions. These rituals are so powerful that they are a movement, time, location, language, govern sequence of activities participants answer, artifacts, and use metaphors and symbols that guide responses (36).

Fourth, another way to introduce these concepts is to consider them as three levelsOrganization of Culture (Schein to 54). Artifacts are level 1 They are visible, but not read to. Values and beliefs, level 2, are less visible than artifacts. They are verifiable in the physical environment, but only by social consensus. Basic assumption, Level 3, are the least visible and are taken for granted. These levels are in the shaping of cultural change and the importance of research strategies. A macro-organizational theorists would be located on level 3 and behaviorism at the level1.

Fifth, organizational cultures are not monolithic, which takes place, the concept of sub-cultures. "All institutions of all sizes have subcultures, bags, where the organizational culture varies to some extent by the culture in other pockets of the dominant culture (45)."

Load, sources of origin of the culture come from three categories: the broader social culture, is in the organization, type of business organizationEnvironmental values of the founders or early dominant leaders. Recruitment (or anticipatory socialization), training) (socialization, the removal of deviants and incentives and control structures (reinforcement) are the means to perpetuate the company culture.

Once the basic concepts concerning the organizational culture, clarified, we turn our attention to the issue of research in this area. If organizational culture as espoused beliefs and values, then definequasi-experimental design with questionnaires, surveys and interviews can be used. However, if the organizational culture as a basic underlying assumptions is defined, and whether significant differences between espoused and operational values are present longitudinal and qualitative research methods or ethnographic paradigm is needed. It is better to collect information from such sources with multiple sources) triangulation (eg, archiving of data. The researchers must be on the lookout for physicalArtifacts, archival records, "Language", myths, tales, legends, etc.

Rest of the book is devoted to discussion of the various theories and schools of the organization and the growth of organizational culture paradigm. Several schools are discussed, including classical school, mentoring, s, human resources, school systems perspective, communication) perspective, bureaucracy and decision-making models (including the power politics paradigm.

Finally, I mustnot to mention the sources of growth of the organizational culture perspective. "The overarching concept of culture seems to be consistent with the classical philosopher Bernard Chester (1938), emerged claiming the importance of norms and moral codes in infusion organizations with value-systems (172). Selznick (1957), McGregor (1960), Schein (1961), Jacques (1952) and Whyte (1956) are other classical thinkers, who gave impetus to the prospect. In addition to dissatisfaction with the structuralApproaches to organizational studies, the external events, which had generated interest in the perspective of "the relative ease with which Chinese brainwashing of U.S. POWs in Korea and led to 1961 note book (177). In the 1970s, however, interest waned in cultural approach. The concept of social construction of reality and meaning (Bolman and Deal, 1984 and others) back part of the interest in the perspective to a certain extent. Periodically, there are studies inOrganization with this perspective. It is not, however, moves to the dominant streams in the organization of research, because they have the organizational studies to learn more about the concerns of the times (such as "learning organization") and partly from methodological limitations. While mainstream perspectives soft to hard with the tangible, quantitative variables, knowledge, perspective focuses more on less tangible and essential variables like implicit beliefs which arequalitative, ethnographic studies of long-term effort and low pay-off, because not many magazines that have an interest in their disclosure. That is not to diminish the value of perspective in any way!

Reference:
Ott, J. Steven (1989), The Organizational Culture Perspective, Pacific Grove, CA: Brook / Cole Publishing Company.

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