Embedding Culture
Team Presentation
October 3, 2012
Vickie Delaney
Jocelyn Harris
Bethany Hall
Ryan Mouch
HOW CULTURES EMERGE IN
NEW GROUPS
Chapter 12 Summary
Team 1
Bethany, Jocelyn, Ryan, Victoria
How Does A Group Develop A
Common Way Of Thinking?
It begins with a small
group interacting with
each other as the result
of:
 An Environmental
accident.
 A decision to bring a
group of people
together for some
purpose.
 Or an advertised
event or common
experience.
Table 12.1 Stages of Group Evolution
Stage
Dominant
Socioemotional
Focus
Group Formation
Dependence: “The Leader
knows what we should
do.”
Self-Orientation:
Focus to be included and
accepted
Group Building
Fusion: “We are a great
group; we like each
other.”
Group as Idealized
Object:
Focus on harmony.
Member differences
are not valued.
Group Work
Work: “We can perform
effectively because we
know and accept each
other.
Group Mission & Tasks:
Emotional focus on
teamwork. Member
differences are valued.
Maturity: “We know who
we are, what we want,
and how to get it.
Group survival and
Comfort: Focus on
preserving the group
culture. Creativity and
member differences
are seen as threat.
Group Maturity
Those Before Us Designed Our
Infrastructure
They built and used
motor cars powered
by Petroleum
Demanded an built
the roads relative for
using cars.
Their purposes are
acted out by us today
as well as unintended
consequences.
Building New Norms Around Authority
 Form team
relationship
guidelines or
team norms
early.
 Once developed,
team norms are
used to guide
team member
behavior.
Which Norms Survive?
The Role of Experience and Learning
Stage 1: Reality Test and
Catharsis
Stage 2:
Building Norm Around
Intimacy
Injunctive Norms
Implicit Norms
Descriptive
Norms
Subjective
Norms:
Explicit Norms
Personal Norms:
Stages 3:
Stage 4:
The Role of Experience and Learning
Group Work
and
Functional
Familiarity
Group
Maturity
In Summary
Every group must solve:
 Member identity.
 Common goals, and
the mechanisms of
influence.
 How to manage
anger and love
around authority and
intimacy.
How Founders/Leaders Create
Organizational Cultures
 Cultures come from 3 major
sources:
1. The beliefs, values, and
assumptions of founders of
organizations
2. The learning experiences
of group members as their
organization evolves
3. New beliefs, values, and
assumptions brought in by
new members and new
leaders
Thanks to: 1776coalition.com
How Founders/Leaders Create
Organizational Cultures
New ideas need to tested – even
ones by the leaders!
Always be ready for change – even
if it is difficult
Leadership is extremely important
to success of cultures.
Have you ever experienced this?
How Leaders Embed Culture
Leaders
assumptions
Create
conditions
Culture
forms and
evolves
6 Powerful Ways to Culture!!
 Pay Attention-how,
what , when,
where, why
 Rewards
 Allocate Resources
 Be a role model
 Crisis
 Recruit, promote,
fire
 Leads to
 Say one thing – do
another
 Embarrass a
subordinate

subcultures/
countercultures
 Play Favorites/
family- Steinberg
Another viewpoint
 In Communication and Organizational
Culture, Joanne Keyton states that “the
strategic and spontaneous, intentional and
unintentional, formal and informal, and
verbal and nonverbal interactions of
organizational members create an
organizations culture”.
 Keyton, J 2005. Communication and
Organizational Culture. Thousand Oaks,
CA: Sage
Other ways cultured is embedded
 MESSAGES:
 What is the structure? The hierarchy?
 Are there specific procedures and rituals?
 What does the building look like? How are the
offices arranged?
 Are there stories told about the boss or others?
 Is there a mission and a vision?
Manage change
 To manage change you must recognize and
use all these or there will be failure
 May result in subcultures or countercultures
 (image courtesy: dancarman.blogspot.com)
The Changing Role of Leadership
in Organizational “Midlife”
Differentiation and the Growth of Subcultures
Organizations will undergo a process of differentiation
as they age and grow, creating smaller units that
begin to form subcultures.
 Functional/occupational differentiation
 Geographical decentralization
 Differentiation by product, market, or technology
 Divisionalization
 Differentiation by hierarchical level
The Changing Role of Leadership
in Organizational “Midlife”
 When organizations are successful, it is necessary
for them to age and grow.
 They must differentiate themselves into functional,
geographical, production, market, and hierarchical
units.
 It is the job of the leader to recognize this and
facilitate this growth under the company’s value
system.
Culture Change
 Culture change happens differently at each stage of an
organizations “life”
 Early on, the founder embeds his assumptions and
values
 At mid life, outside managers, “hybrids” may be brought
in that create culture change
 Founders step down and appoint new leaders and this
causes culture change
Siena Heights Baseball
 Turnover every year with a new coach
 Graduate Assistant program lasts only 2 years
 One player will have anywhere between 6-8
coaches in four-year career
 Each coach brings in different assumptions
 Transition can often be difficult
 “I have had six different coaches in three years.
Each one has a different style of coaching and
different philosophies. It is tough to get into a
rhythm from year to year so I try to take what I
have learned from each and do what works for
me.” –Anonymous SHU junior
Culture Change
 The older and more established an organization is
the more difficult to change the organizational
culture
 Change can also come about because of crisis,
scandal and explosion of myths- things hidden
suddenly become public
 After a major crisis or scandal, turnaround or a
rapid transformation happens
Crisis Brought Basic Assumptions
Into Consciousness Through
Bankruptcy Proceedings
Thermal Imaging
Simulation
 Rumors of key
layoffs
 People leaving
Delphi for other
employment
 Management
telling us no more
layoffs
Next Exit
 Departments are losing
bids
 My manager
announced he is
leaving after twenty
five years at Delphi.
 Delphi files bankruptcy
in 2005.
Culture Change through Scandal
Delphi has also been plagued by
an accounting scandal that the
FBI and the Security exchange
commission were investigating
Death of a culture
 Merger and acquisitions- 2 cultures
brought together
 One generally dominates
 The other may push back
 In rare instances the companies continue to operate
independently
 Destruction and rebirth- the ultimate end
to a culture, key persons are removed
from the group and new ones inserted
References
Bluden, Andy. January 2007 Can an organization
have an intention?
http;//home.mira.net/
~andy/works/intentions.htm
Heathfield, Susan M. How to Create Team Norms
Adopting Guidelines for Team Member
Relationships
http://humanresources.about.com/od/team
building/ht/group_norms.htm